Profiles in Diversity Journal | Nov/Dec 2003

WHAT MAKES THIS TRUCK STRONGERAND MORE CAPABLE THAN EVER BEFORE?

PUBLISHER / MANAGING EDITORJames R. Rector

SENIOR EDITORKatherine Sandlin

EDITORIAL CONSULTANTLaurel L. Fumic

ADVISORY BOARD

HONORARY CHAIRSteve Miller, former Chairman,

President and CEOShell Oil Company

CHAIREdie Fraser, PresidentDiversity Best Practices

VICE CHAIRSCarlton Yearwood, VP Business Diversity

Waste Management, Inc.

John Sequeira, Senior Diversity AdvisorGlobal Diversity—Strategy & Planning

Shell Oil Company

Dee Wood, Manager,Career Network DevelopmentGeneral Electric Corporation

May Snowden, VP Global DiversityStarbucks

Toni L. Riccardi, Chief Diversity OfficerPricewaterhouseCoopers

OVERSEAS CORRESPONDENTSDr. Myrtha Casanova, President

European Institute for Managing DiversityBarcelona Spain

Graham Shaw, DirectorCentre for Diversity and Business

London UK

LETTERS TO THE EDITORCommentaries or questions should beaddressed to: Profiles in DiversityJournal, P.O. Box 45605, Cleveland, OH44145-0605. All correspondence shouldinclude author’s full name, address, e-mailand phone number.

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Diversity JournalProfiles in ®

The Forum For Business Diversity

We believe there is no better way for Profiles in Diversity Journal to celebrate its 5th year of

publication than by celebrating the accomplishments of women in this second annual

Women of Initiative issue.

Women made for big news in 2003. For example, this year will be remembered as the year

Annika Sorenstam made her debut on the PGA tour, the first to “tee it up” with the men’s tour since

“Babe” Zaharias in 1945. Much like her predecessor, Sorenstam’s achievements in the sport are

larger than life. Just the year before, she had won 13 of 25 events—truly an all-time achievement in

itself—and secured her spot in the LPGA Hall of Fame. But her incredible milestones took a

back seat when she announced she had accepted an invitation

from the organizers of the Colonial to play in the event.

Reaction to Sorenstam’s decision was mixed, to say the least. A

handful of PGA players spoke out against her participation,

maintaining their tour was reserved for men only. Others were

clearly behind her. Even the press was split on the issue. And

while Sorenstam contended that she wasn’t interested in

making a statement for women worldwide—simply wanting

to test the limits of her game—it would be hard to say that

aspect was not on her mind as she played her round. By the

time 2003 was done, she would have been followed on the

“men’s green” by two more exceptional golfers: Suzy Whaley

at the Greater Hartford Open and Michelle Wie on the

Nationwide Tour. But Sorenstam, while not the first,

will certainly be remembered as the one that opened

the floodgates.

This year also saw the Nobel Committee award its

2003 Peace Prize to Iranian lawyer Shirin Ebadi. One of the

first judges in the Islamic Republic, Ebadi led efforts to change

Iran’s discriminatory laws against women, provide protection for street children, and free those

detained for expressing their opposition to the government. Her advocacy earned her a prison

sentence and banishment from her profession. While the first Iranian, Ebadi was the 11th woman to

receive the prestigious award in its 102-year history. And, while news of the award was virtually

ignored by Iran’s media, word spread among human rights activists and reformist legislators there.

This year, too, saw Carole Moseley-Braun throw her hat in the ring as a democratic contender for

the U.S. presidential race. While not the first black woman to do so (the first was Shirley Chisholm

in 1972), she certainly affirms the fact that black women political professionals have led the way,

shattering the glass ceiling of competitive presidential politics.

The women in organizations around the world that we honor here as our “Women of Initiative”

may not hold the title of “first” either. But, as you read in the following pages, it doesn’t mean they

are not making waves. Hopefully, there will be many courageous and inspired women in their wake.

It is quite fitting then that, on our fifth anniversary, we help celebrate those that make a difference

in the world around them. We hope you find we make a difference, too, and that you find

inspiration in the stories we share within.

Making Waves

From the editorial staff of Profiles in Diversity Journalpointofview

James R. Rector Katherine SandlinPublisher Editor

1-800-573-2867 www.diversityjournal.com Profiles in Diversity Journal • November/December 2003 page 5

CREATIVEDavid Potokar

PRINTINGMaster Printing

Anything.

Abbott Laboratories. www.abbott.com

What’s possible when 70,000 people with

diverse cultural, national, and

family backgrounds, skills and

life experiences work together

Sharon Larkin, mother of twoactive boys and Divisional VicePresident of Human Resources.

toward one common vision?


Conte

nts

From Challenge to Opportunity . . . . . . . . . . .12Laurette KoellnerThe Boeing Company

Positive Impact . . . . . . . . . . . . . . . . . . . . . . . .14Linda GoodenLockheed Martin Corporation

Just Another First . . . . . . . . . . . . . . . . . . . . .16Anne StevensFord Motor Company

Steward of America’s Heritageand Resources . . . . . . . . . . . . . . . . . . . . . . . .19Secretary Gale NortonU.S. Department of the Interior

In the Kaleidoscope . . . . . . . . . . . . . . . . . . . .20Pernille LopezIKEA North America

Wind in their Wings . . . . . . . . . . . . . . . . . . . .22Susan L. BostromCisco Systems, Inc.

Delicate Balance . . . . . . . . . . . . . . . . . . . . . .24Ann ThornburgPricewaterhouseCoopers

CCOOVVEERR SSTTOORRYY::Shattering the Glass CeilingStories from some of the highest-ranking women incorporations and government organizations inAmerica today.

Secretary of the Interior Gale Nortonand a few of the 47,909 children that receive education through the Bureau of Indian Affairs.

Volume 5, Number 6 • November/December 2003

Abounding Opportunities . . . . . . . . . . . . . . . .28Ellen J. KullmanDiane H. GulyasDuPont

Mission Possible . . . . . . . . . . . . . . . . . . . . . . .30Gloria BohanOmega World Travel

Understanding Diversity as a Business Issue . . . . . . . . . . . . . . . . . . . .34Betsy BernardAT&T

Corporate Responsibility . . . . . . . . . . . . . . . .35Barbara J. KrumsiekCalvert Group, Ltd.

Passion Isn’t Enough . . . . . . . . . . . . . . . . . . .36Lynn Laverty ElsenhansShell Oil Company

Because We Can . . . . . . . . . . . . . . . . . . . . . .42Lurita DoanNew Technology Management, Inc.

Conte

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page 8 Profiles in Diversity Journal • November/December 2003 1-800-573-2867 www.diversityjournal.com

Alexis M. Herman, MGM MIRAGE . . . . . . . . . . . . . .76

Alison Anthony, Williams . . . . . . . . . . . . . . . . . . . . .64

Anna Mok, Deloitte & Touche LLP . . . . . . . . . . . . . .69Ana Mollinedo, Starwood Hotels & Resorts Worldwide, Inc. . . . . . . .92

Angie Casciato, Credit Suisse First Boston . . . . . .68

Arleas Upton Kea, FDIC . . . . . . . . . . . . . . . . . . . . . .52

Audrey Boone Tillman, AFLAC . . . . . . . . . . . . . . . .46

Barbara Kipp, PricewaterhouseCoopers . . . . . . . . .64

Beverly Ramsey, Los Alamos National Laboratory .54

Bonita C. Stewart, DaimlerChrysler Corporation . .46

Brenda Fraser Castonguay, Progress Energy . . . .59

Caryl M. Stern, Anti-Defamation League . . . . . . . . .47

Catherine Land-Waters, AGL Resources . . . . . . . .48

Celeste Amaral, Eastman Kodak Company . . . . . .50

Cherie Rice, Waste Management, Inc. . . . . . . . . . .78

Christine A. MacKenzie, DaimlerChrysler Corporation . . . . . . . . . . . . . . . . . . .49

Connie Glaser, Author . . . . . . . . . . . . . . . . . . . . . . . .88

Deborah Cannon, Bank of America . . . . . . . . . . . . .86

Deborah Elam, General Electric . . . . . . . . . . . . . . . .53

Dickie Sykes, AMEC . . . . . . . . . . . . . . . . . . . . . . . . .72

Dr. Z. Clara Brennan, St. Augustine College, Chicago . . . . . . . . . . . . . . . . .50

Ellen Schubert, UBS Investment Bank . . . . . . . . . .84

Geri P. Thomas, Bank of America . . . . . . . . . . . . . .51

Ginger Parysek, The Lifetime Healthcare Companies . . . . . . . . . . . . .54

Gloria Pace King, United Way of Central Carolinas, Inc. . . . . . . . . . . . .93

Ilene H. Lang, Catalyst . . . . . . . . . . . . . . . . . . . . . . .86

Jackie Martin, United Way of the Texas Gulf Coast . . . . . . . . . . . . .56

Jane Wildman, Procter & Gamble Baby Care . . . . . . . . . . . . . . . . . . .65

Jean Crowder Drummond, HCD International . . . .79

Jean Thomas, Cendant Corporation Hotel Group . .66

Jeannie H. Diefenderfer, Verizon . . . . . . . . . . . . . .92

Joyce A. Bender, Bender Consulting Services, Inc. . . . . . . . . . . . . . . . .85

Joyce Mosley, IKEA . . . . . . . . . . . . . . . . . . . . . . . . . .77

Karen A. Smith-Pilkington,Eastman Kodak Company . . . . . . . . . . . . . . . . . . . . .56

Kathy Geier, The Goodyear Tire & Rubber Company . . . . . . . . . . .78

Kimpa Moss, RSM McGladrey, Inc. . . . . . . . . . . . . .66

Lili Zheng, Deloitte & Touche LLP . . . . . . . . . . . . . .67

Lorraine Brock, Nationwide Insurance . . . . . . . . . .76

Lynn Crump-Caine, McDonald’s Corporation . . . . .90

Maria Degois-Sainz, Guidant Corporation . . . . . . .57

Marie C. Johns, Verizon . . . . . . . . . . . . . . . . . . . . . .95

Mary C. Farrell, UBS Wealth Management USA . . .72

Mary George Opperman, Cornell University . . . . .84

Michelle M. Crosby, Ph.D., Starwood Hotels & Resorts Worldwide, Inc. . . . . . . .94

Nancy Lonsinger, Roche Diagnostics . . . . . . . . . . .94

Orien Reid, Alzheimer’s Association . . . . . . . . . . . .91

Patricia Bomba, M.D., F.A.C.P., Excellus BlueCross BlueShield . . . . . . . . . . . . . . . . .52

Sara L. Hays, Hyatt Hotels Corporation . . . . . . . . . .87

Shelley J. Seifert, National City Corporation . . . . .48

Stephanie K. Wernet,The Goodyear Tire & Rubber Company . . . . . . . . . . .68

Sylvia H. Plunkett, FDIC . . . . . . . . . . . . . . . . . . . . . .55

Ursula M. Burns, Xerox Corporation . . . . . . . . . . . .90

Yolanda Conyers, Dell Inc. . . . . . . . . . . . . . . . . . . . .59

WWoommeenn ooff IInniittiiaattiivvee

Conte

nts

WWoommeenn ooff IInniittiiaattiivvee

The New Girls’ Network . . . . . . . . . . . . . .44Now 10 years old, the Business Women’s Networkopens doors for women and women-owned businesses throughout the U.S.

Inside and Out . . . . . . . . . . . . . . . . . . . . .61Sonnenschein Nath & Rosenthal makes diversity amajor initiative.

Networking Pays Off . . . . . . . . . . . . . . . . .74Developing valuable contacts at conferences composed of other businesswomen, such as theopportunity offered by Office Depot, Inc. inFebruary, can be well worth the time and investment.

Enrich, Enhance, Advance . . . . . . . . . . . .81Giant Food Inc. addresses the needs of women employees with a highly successful, four-tiered initiative.

People Behind the Culture Change . . . . .99Thanks to the talented women whose support bringsthem to life, Sodexho’s network groups provideemployees with first hand knowlege, invaluable forprofessional and personal growth.



Winning the Conflict with Yourself . . . . . .96Audra BohannonNovations/J. Howard & AssociatesThe simple strategy that can help us see past the outside influences that keep us from getting ahead.

Coaching . . . . . . . . . . . . . . . . . . . . . . . .102Dr. Mary Stewart PellegriniHow to choose a confidential partner for improvingyour personal effectiveness.

The Grinch that Stole Our Cultural Diversity . . . . . . . . . . . . . . .106Dr. George F. SimonsMany Americans don’t understand why much of theworld currently views their nation as the greatest threat to world peace. How would they understand,then, that it is seen as the greatest threat to diversityas well?

TThhee CChhaannggiinngg LLaannddssccaappee

LLeeggaall BBrriieeffiinnggssWomen and the Workforce . . . . . . . . . . . . . . . 108Holland & Knight LLPForty years after the enactment of Title VII of the Civil Rights Act,sex harassment and discrimination remain major impediments toachieving a diverse and inclusive workplace.

Laurette KoellnerExecutive Vice PresidentChief People and Administrative OfficerThe Boeing Company

Shattering the Glass Ceiling Women of Initiative

FromCHALLENGE to

Engaging and educatingevery employee isLaurette Koellner’sstrategy for maximizingcreativity and innovation.



Laurette Koellner has never shied

away from a challenge. During

her 25-year career in the

aerospace industry she has

applied personal qualities of

determination, curiosity, and diligence to

every position she’s held and every

business objective she has achieved.

As executive vice president and chief

People and Administration officer—and

the top female executive at the world’s

leading aerospace company—she travels

the globe promoting The Boeing

Company’s global strategy and

business objectives.

At every employee meeting Koellner hosts,

she takes the time to reiterate the

importance of Employee Involvement in

the workplace, the business case for

diversity, and the value of Lifelong

Learning.

“We must involve and develop

employees at all levels,” said Koellner.

“There is no question we have a ton of

untapped potential in our people. It’s

leadership’s job to create an atmosphere

where employees’ ideas can flow.”

Koellner believes strongly that diversity

among Boeing employees strengthens the

resources of the company and brings

value to the business. “Optimum

innovation will only happen when we

leverage the multiple perspectives, talent

and skills of our diverse workforce,”

said Koellner.

“Because our people are our greatest

resource, we need to encourage their

development, empower them to turn their

ideas into process improvements, and

provide them with the information they

need to do their jobs as efficiently

as possible.”

“Laurette’s leadership has focused her

teams on developing clear strategies and

metrics to achieve business results.

We’ve realized the benefit of her influence

as we’ve worked across our enterprise to

implement Boeing’s diversity and

compliance strategy,” said Joyce Tucker,

Boeing Vice President—Global Diversity,

Compliance and Policy Administration.

Koellner takes the philosophy of Lifelong

Learning beyond Boeing. As a mentor in

a Chicago-based program, New Leaders

for New Schools, she is supporting

Boeing’s K-12 education strategy—

and proving that Boeing’s community

investment is about much more than

just dollars.

Under Koellner’s direction, Boeing is

working across the enterprise to direct

support for elementary and secondary

education to teachers—and therefore all

of the students they subsequently teach

throughout their careers.

Throughout her life, Koellner has

learned to take a challenge and turn it

into opportunity.

Koellner grew up in Brooklyn, NY, where

her father was deputy chief of the New

York City Fire Department. Her father

and mother moved her family from

Brooklyn to Merritt Island, FL in the

middle of her senior year in high school.

Following graduation from high school in

Florida, Koellner began working at clerical

jobs while attending college in the

evenings. The experience proved to

Koellner that hard work pays off when

partnered with clear goals.

As a co-op night student at the

University of Central Florida’s Brevard

County campus, Koellner earned her

bachelor’s degree while working at

Patrick Air Force Base. Later, she earned a

Master of Business Administration at

Stetson University while working at

McDonnell Douglas.

Throughout her career Koellner sought

lateral assignments, often requiring moves

across the country, to gain experience in

different areas of the business. This

diversity of experience was key in her later

selection for a series of increasingly senior

leadership positions.

Koellner married her high school

sweetheart from Brooklyn, Victor. They

have a daughter, Stacey-Anne, who is a

senior in college.

For more information about diversity at Boeing,visit their website at www.boeing.com or contactBeverly Pizzano, Director of Global Diversity, [email protected].


O P P O R T U N I T Y

“It’s leadership’sjob to create an

atmosphere whereemployees’ ideas

can flow.”

PDJ

Profiles in Diversity Journal • November/December 2003 1-800-573-2867 www.diversityjournal.com

Ask businesswoman Linda Gooden

what she’s proudest of professionally,

and she states—without a moment’s

hesitation—that the company she

manages has had a positive impact

on people across America.

She doesn’t mention that she is the first

and only minority woman to serve as

president of an operating company within

Lockheed Martin, a Fortune 100

corporation that’s the largest information

technology provider to the federal

government. Or that the company over

which she presides—Lockheed Martin

Information Technology—has recorded

25 percent annual growth for the past five

years, today employing more than

7,000 people in 24 states. Or that she’s

won several national awards for her

leadership and contributions to the

business world, including the 2002

Corporate Leadership Award byWomen in

Technology and the 2002 Federal 100

“Eagle” Award by Federal Computer Week

for providing the year’s greatest

contributions to the federal information-

technology community.

To Gooden, her biggest success is that

the company she leads is helping make

a difference.

“Our company slogan is ‘Helping Make

America a Better Place to Live,’ and it’s

important to all of us to know that we’re

providing IT services that enable our

customers to address important social

issues,” she says.

Satisfying customers and shareholders is a

top business priority, and Gooden’s

organization achieves that goal by

focusing on the needs of the end-users—

the people who benefit from the

customer services. To name just a few of

many, Lockheed Martin Information

Technology provides advanced IT systems

and services that enable:

• The Social Security Administration to

accurately and promptly process Social

Security benefits for 50 million

Americans each month;

• The Federal Bureau of Investigation to

operate and maintain its Automated

Fingerprint Identification System,

which records 14.3 million fingerprints

each year and reduces the time it takes

law enforcement agencies to identify

criminals; and

• The Office of Child Support

Enforcement to identify delinquent

child-support payments, which has

resulted in identifying more than

$21 billion owed to children whose

divorced parents have reneged on their

financial responsibility.

“We work on some very important

projects that really affect people’s lives,”

Gooden says. “These projects have a big

impact on a lot of people. It’s good to

P O S I T I V E I M P A C T

President of Lockheed Martin InformationTechnology Linda Gooden grew up believing she

could accomplish whatever she focused on.Now she spurs an entire organization to believe

the same.



know we’re playing a role in improving

the quality of life in America.”

Lifelong Lessons at anEarly AgeGooden grew up the only girl in a family

with four brothers, a devoted mother with

high expectations, and a truck-driver

father who insisted that his children

receive a good education. Her oldest

brother, 11 years her senior, was a

powerful role model—the first in her

family to go to college and always vocal

about the fact that he and his siblings had

the talent to do anything they set their

minds to. One summer when he worked

at a local park, he woke Gooden and her

younger brother early every day to play on

sports teams there. Whatever the sport,

the winning team always got ice cream.

“Those early days at the park taught me a

lot about winning and losing as a team

and about the value of having a good

team that works well together,”

Gooden says.

Her brother’s influence continued as the

siblings matured. He went on to earn a

Ph.D., and he always set an example that

education had value.

“My brother never let me use my gender

or race as an excuse,” says Gooden, whose

family is African-American. “That was an

important value he learned, we all learned,

from my mother. She instilled in all five of

us the belief that we could achieve

whatever we focused on.”

Growing up as the only girl among four

brothers has served Gooden well in

business. For one, she grew up considering

herself one of her brothers’ peers—not

as someone who was different because

she was female. For another, that

experience has enabled her to move

comfortably in predominantly male

corporate executive circles.

Applying LessonsLearned for the Goodof the CommunityGooden sees in each

employee the inherent

talent and value that her

family and mentors along

the way have seen in her.

She looks at a person not in

terms of gender or race, but

with a deep respect for the

person’s value to the team.

And today, there’s far more

at stake than a bowl of

ice cream.

Lockheed Martin

Information Technology, a

$1 billion business, supplies

IT systems and solutions to

a wide range of customers,

including the U.S.

departments of Health and

Human Services; Energy;

Justice; Commerce;

Transportation; and

Defense, including three

branches of the Armed

Services. Customers also include the Social

Security Administration, General

Accounting Office, Environmental

Protection Agency, National Aeronautics

and Space Administration, and numerous

large commercial clients.

The company, which was formed in 1997

with Gooden at the helm, grew from a

pilot program she designed in 1994 to

modernize Social Security systems. The

company continues to provide cutting-

edge solutions in the IT marketplace.

“You really can be entrepreneurial within

a large corporation,” she says of

Information Technology, an operating

company within the larger Lockheed

Martin Corporation, which employs more

than 125,000 people around the world.

“We care about our community, about the

future, about our customers and about

our shareholders, and we have a good

balance of concern for all of those entities.

We try new and different things that are

smart business decisions and benefit the

lives of real people.”

Working to Improve theLives of OthersActing on its concern for the

community, Lockheed Martin

Information Technology—which is

headquartered in Seabrook, MD, and has

locations in 24 states—partners with

local public schools and colleges to

improve education.

The company established a math and

science academy in a Maryland high

“You really can beentrepreneurialwithin a largecorporation.”

Linda GoodenPresident

Lockheed MartinInformation Technology

Lockheed Martin Corporation

“You really can beentrepreneurialwithin a largecorporation.”

Linda GoodenPresident

Lockheed MartinInformation Technology

Lockheed Martin Corporation

continued page 32


F ord Motor

Company’s

Anne Stevens

says she owes

much of her

success to a

willingness to take

risks—in and out of

the office.

One of her most

recent: piloting an

F-16 fighter jet as part

of her role on the

Lockheed Martin

Board of Directors.

Under the guidance of

professional fighter pilots, she reached a

mind-bending speed of 9 Gs—faster than

any non-pilot had traveled in the jets for

at least seven years.

Among the stunned

pilots at Lockheed

Martin, the feat has

earned her a new

nickname: “Gravity monger.”

It was just another first for Stevens,

54, who recently was named Ford Motor

Company’s first female group vice

president. In her new position, she has

responsibilities for all Ford automotive

operations in the major Canadian,

Mexican and South American markets.

It’s a weighty job, especially during a time

when great pressure is on the domestic

auto industry. Stevens says she’s looking

forward to the challenge.

“My father believed in taking risks … that

if you aren’t going for the stretch of your

abilities, you will never maximize your

opportunity to learn,” she said. “He

taught me that the biggest sin we could

commit in life was to not fully develop

and use all of the talent and potential

that we were born with. Knowledge is

power, but only in using it will you ever

have true power in life.”

Stevens, who was born in Reading, PA,

always was a tinkerer. After briefly

considering a career in medicine, she

earned a degree in engineering from

Drexel University and held a series of

management jobs at several Fortune 500

companies before joining Ford in 1988.

Stevens firmly believes in the power of

diversity to strengthen corporations and

enrich lives. Again, it was a lesson learned

at her father’s knee.

“This early awareness of the strength in

diversity was one of the many valuable

lessons that I have carried with me in

nearly every facet of my life,” she said.

“My dad taught me to never equate

knowledge or intelligence with position.

Some of the smartest people are often on

the front line.

“I’ll know I’ve reached my pinnacle as a

business leader when I’ve created an

inspired, high performing, aligned team

that not only performs well, individually

and together, but also has with it a sense

of camaraderie and mutual caring.”

Prior to assuming her new role, Stevens

had been the Company’s vice president,

North America Vehicle Operations, since

August 1, 2001. In that capacity, she was

FORD’S FIRST FEMALE GROUPVICE PRESIDENT, ANNE STEVENS,KNOWS THAT IF YOU AREN’T GOINGFOR THE STRETCH, YOU’LL NEVER

REACH THE SKY.

Just Another

FIRST

continued page 26


Appointed by President George

Bush, Gale A. Norton is the first

woman Secretary of the Interior

in the Department’s 154-year history.

Interior manages one out of every five

acres of land in the United States and has

eight bureaus with myriad responsibilities,

ranging from scientific research, to

energy production, to endangered species

protection. The Department is also the

repository of much of the Nation’s history,

reflecting the many cultures that formed

today’s America.

For instance, the National Park Service

chronicles Black history through the

underground railroad that represented the

routes to freedom taken by fugitive slaves

before and during the Civil War. The

Tuskegee Institute in Alabama is a

National Historic Site and is also the

school that produced the Tuskegee airmen

of World War II fame. There are sites

throughout the nation on public lands

that celebrate our Hispanic heritage from

the Cabrillo National Monument in

California to the San Antonio Missions in

Texas and Fort Augustine in Florida.

Interior is also responsible for America’s

four overseas Territories and works

daily with 562 federally recognized

Indian Tribes through its Bureau of

Indian Affairs.

It is this cumulative diversity of

responsibility, work and mission that

compels the Department to maintain a

diverse workforce.

“A diverse workforce is essential to

providing services to the culturally and

linguistically varied populations that visit

and work with the Department’s facilities

and lands,” says Norton.

Presidential appointments to the

Department reflect its diversity, as well.

Of Norton’s five Assistant Secretaries,

two are women and three are ethnic

minorities: Lynn Scarlett, Assistant

Secretary for Policy Management and

Budget; Rebecca Watson, Assistant

Secretary for Land and Minerals

Management; Bennett Raley, Native

American, Assistant

Secretary for Water

and Science; Craig

Manson, African

American, Assistant

Secretary for

Fish and Wildlife

and Parks; and

Dave Anderson, Native

American, for Assistant

Secretary for Indian Affairs.

Secretary Norton has been responsible for

a number of “firsts” at the Department.

She appointed the first-ever women

Directors of the National Park Service and

the Bureau of Land Management. In

addition she named the first-ever woman

Chief of the National Park Police.

The Department has ranked number one

among federal agencies over the past three


Photo byTami A. HeilemannDepartment of the Interior

Steward ofAmerica’s

Heritage andResources

The first woman Secretary of the Interiorin U.S. history finds diversity

central to her responsibilities, her workand her mission.

Secretary Gale NortonU.S. Department of the Interior

continued page 38


Inrealitywearenotaddingaprogram;weareleadinga

culturalchange,”saysPernilleLopez,president,IKEANorthAmerica,

speakingfranklyaboutthefurniture

retailer’scomprehensivediversityinitiatives.Sincetakingovertheroleof

presidentin2001,Lopezhasmade

diversityapriorityandhassucceededinputtingitonthe

company’sglobalagenda.

Looking toward further integration of the innovative diversity

strategies that have come under her leadership, she adds,

“Awareness has to become an integral part of the way we do

business, how we think, plan and act. This requires the

commitment to tackle the long-term task of meeting and

overcoming the many road-blocks that will be faced. People must

be engaged, thinking must be challenged and action must be

taken. The responsibility cannot lie with an individual specialist or

a department; at IKEA we have made the success of our efforts

part of everyone’s responsibility, regardless of their level or

function within the company.”

With a 10-year, 50-store expansion for North America under way,

Lopez sees diversity as key to success. Elaborating on the business

case for diversity, she says, “This drives our ambition that our

co-worker (IKEA employee) populations in all our stores represent

the diversity of the communities they serve,” she says. “To bring

the value of the many dimensions of diversity to our organization,

IKEA actively encourages and sponsors co-workers’ cross-border

and cross-function mobility. This benefits our business directly

through the exchange of ideas and experiences as well as the

working relationships and networks that are created.”

All new stores opening under the expansion include a quiet room

for co-workers to visit on their breaks. They might use the room to

meditate, pray or just relax, explains Sari Brody, leadership and

diversity manager for IKEA North America. The store managers

are also charged with creating their own strategies to maximize the

value of differences. “Our philosophy is that a diverse workforce

will improve business results, strengthen our competitiveness, and

make IKEA a better place for which to work,” says Brody.

Some stores have opted to celebrate a co-worker’s culture each

month. The presenter usually brings in food and music and gives a

brief talk on his or her culture. Employees are also interviewed

about their cultural heritage and profiles are placed on the

company Intranet.

Lopez offers an analogy to illustrate the endless potential of

valuing differences: “I have this tiny kaleidoscope which serves as a

daily reminder of how important both diversity and change are to

IKEA. The colors refracted inside the kaleidoscope are always

mixing and changing into new and interesting patterns. I think

IKEA is much like a cultural kaleidoscope in its ever-growing

diversity—and I think that’s a very strong asset. If we can embrace

the diversity of viewpoints that we are lucky enough to have, then

I think that we can be ‘kaleidoscopic’ in our ability to always be

“If we can embrace thediversity of viewpoints that we

are lucky enough to have,then I think that we can be‘kaleidoscopic’ in our ability

to always be changinginto something

more and more interesting.”Pernille LopezPresidentIKEA North America

“

“If we can embrace thediversity of viewpoints that we

are lucky enough to have,then I think that we can be‘kaleidoscopic’ in our ability

to always be changinginto something

more and more interesting.”

In The


changing into something more and

more interesting.”

Having held responsibilities from sales to

retail to human resources, Lopez brings a

wealth of experience to her role as

president. One of her greatest assets is her

humanistic approach and key ambition

to foster an environment of growth,

inclusion, and empowerment, where

co-workers are provided with the tools and

partnerships to successfully manage and

balance both their career and personal lives.

She believes in leading by example. Her

personal philosophy for work-life balance,

which IKEA also champions, is “Take care

of your personal life and your work will

follow.”How else could she maintain a

fulfilling personal life as a wife and mother

of two—who finds time and energy to

do yoga every morning at 6:30 a.m.,

feed the children breakfast and then get

them ready for school—and still run a

$1.3 billion company?

Recent results of Lopez taking IKEA’s

already progressive work-life balance

policies a step further include job sharing.

By permitting two part-time co-workers

to work flexible schedules to fill one full-

time opening, IKEA reduced turnover to

56 percent from 76 percent in 2001. Lopez

also extended full benefits to co-workers

who work at least 20 hours a week.

Such generous health benefits are virtually

unheard of in the retail industry. But IKEA

culture is all about being different and

challenging the status quo. Co-workers at

all levels are encouraged to ask “why” and

constantly strive to make things better.

That’s how Lopez received her promotion

to head human resources in 1997.

She attended a women’s leadership

conference in New York City and saw IKEA

was lacking in programs to support women

in the workplace. She returned suggesting

to IKEA’s then-president, Jan Kjellman, that

IKEA “do something.” A month later, he

offered her the new job. One of her first

initiatives was to create the work-life

balance task force in 1999 and help develop

a diversity campaign. Today, she has created

a mentorship program and has mentored a

single mother who works in IKEA’s

Baltimore call center. Going into the

program, Lopez says she knew from

personal experience how beneficial a

mentor can be, but what she didn’t

anticipate was how much she would gain

from her contribution.

She learned it was sometimes a challenge to

resist the urge to jump in and “fix

everything.”“The most important thing to

know is that both people learn from the

experience,” she says. “At IKEA we want the

mentee to direct the goals and the process;

they must work at the pace that’s right for

them, when they are ready.”

The mentoring program, “Partners for

Growth,” has four main goals: To develop

leaders, support career development,

develop diversity in the organization and

strengthen the IKEA culture. Since it was

instituted in 2001, about 40 managers have

participated annually. The initiative goes

hand-in-hand with Lopez’s ambitious plan

to promote from within at a rate of

90 percent and IKEA’s goal to

become the best retailer for

which to work.

“We are actively campaigning

to attract people who can be

part of our success,” she says. “The strength

of this effort is in not only offering

competitive compensation, excellent

benefits and learning and growth

possibilities, but also in grounding the way

of working in the culture and values that

are at the core of our company.”

While Lopez is active in the Swedish

American Chamber of Commerce and her

local church committee, much of her work

around the community is directed through

her work and the influence IKEA has in the

areas in which the company serves.

“Community involvement is important

because it builds respect and trust for a

company within the areas it serves,” she

says. “But it is also important to have

priorities and focus. IKEA, for example, has

chosen children and the environment and

works with partners such as UNICEF and

Save the Children on global, national and

local levels.”

IKEA has strict policies against child labor,

which suppliers and sub-suppliers are

required to follow. The company is also

working with UNICEF in India on school

projects in 500 villages close to the

production sites of the suppliers. On the

environment, IKEA aims to build

long-term relationships with suppliers that

share the company’s commitment to

promote good practices and who want to

grow and develop together with IKEA.

Suppliers are obligated to continuously

strive toward minimizing the

environmental impact of their operations.

Please visit http://jobsat.ikea-usa.com/us/privacy_statement.asp for information on careeropportunities with IKEA. Additional informationon IKEA’s social and environmental responsibilityprograms can be found at at www.ikea.com.

KaleidoscopeWife, mother, and leader of a1.3 billion dollar company,

IKEA’s Pernille Lopez pushes totake work-life balance policies

a step further.


PDJ

As a mother of three children, two of them daughters,

Bostrom’s eyes light up when she talks about getting

more young women to enter the technology field.

“Technology and engineering are still male dominated

professions,” says Bostrom. “Women are more than

50 percent of the global population but underrepresented in the

technology industry at large. We need more women to enter these

fields and it starts with our daughters and nieces.”

Bostrom is Senior Vice President of the Internet Business

Solutions Group (IBSG) and Worldwide Government Affairs

at Cisco Systems, the worldwide leader of networking for the

Internet. Bostrom draws upon best practices from Cisco

and other industry leaders to help companies and

governments develop their own Internet business

strategies and solutions. Cisco’s implementation of Internet

business solutions has enabled the company to scale to

unprecedented growth and levels of customer satisfaction

and Bostrom enjoys sharing that knowledge with business

and government leaders around the world.

Bostrom is also executive sponsor of the Women’s

Initiative at Cisco. As executive sponsor, Bostrom

speaks at company and industry events about

diversity and the importance of women to the

technology field. Bostrom firmly believes that

diversity in the workforce brings diversity of

thought which increases a business’ competitive

advantage. She believes that diversity is a

business imperative and is critical—to

attract the best employees, gain diverse ideas

for decision making, and create a work-

force that mirrors a company’s cus-

tomers and the world at large.

Bostrom has been

involved with Cisco’s

Women’s Initiative

since its inception in 2001.

A small group of women formed the first network at Cisco’s

Wind in

SUSAN L. BOSTROMSenior Vice PresidentInternet Business Solutions Groupand Worldwide Government AffairsCisco Systems, Inc.



San Jose, CA headquarters and Bostrom

stepped up to be the executive sponsor.

The group formed the network to increase

Cisco’s competitive advantage by

capitalizing on the talents and skills of its

women employees. The launch of this

network generated momentum across

Cisco, resulting in the formation of many

women’s networks and eventually a

broader effort—the “Women’s Initiative.”

The focused effort continues to develop a

pipeline and increase the representation of

women at the company. Today, there are

16 women’s networks at Cisco throughout

the U.S., Asia and Europe. In addition,

functional networks for women in

technology/engineering and sales have

been created.

“The participation of senior leaders across

the company has been critical to the

success of Cisco’s Women’s Initiative,”

says Bostrom. “Many of my peers have

volunteered to sponsor new networks,

giving more women the opportunity to

network with other women, develop their

careers at Cisco, and increase their

visibility at the company.”

Bostrom is pleased that Cisco has received

recognition for its Women’s Initiative

and is increasingly asked to share best

practices with other companies within

and outside of the technology industry.

Cisco has been named one of the “100

Best Companies for Working Mothers” by

Working Mother for three years in a row.

It was also recognized by Fortune

magazine, the National Association for

Female Executives, and the Professional

Businesswomen of California for being

one of the best places for women to work.

One best practice that Cisco is often asked

about is its annual Women’s Leadership

Conference. The conference is a forum

for leaders at the company to take a hard

look at the progress that has been made

over the past year and the obstacles that

need to be overcome related to the

development of women at the company.

Bostrom delivers the keynote at this

annual event and serves as an advisor

on the overall direction and agenda for

the conference.

Cisco also has been recognized for its

efforts around developing a pipeline for

women in technology. Cisco recently

produced a video entitled “I Am An

Engineer.” The video profiles four women

engineers at Cisco who defy stereotypes

and talk about what they like about being

engineers. The video was created for 12-17

year old girls as a tool to start the

conversation about careers in technology

and has been shown at conferences,

in schools as part of Cisco Networking

Academy classes, and with Cisco

customers and partners. Cisco is also

developing workshops and programs

to encourage more girls and women

around the world to enter the

technology profession.

Despite all of the achievements to date,

Bostrom is a realist when it comes to

Cisco’s Women’s Initiative. “We have a lot

of work to do, a lot of progress to make,

and much to look forward to.” In the

meantime, she’s keeping her fingers

crossed that at least one of her daughters

will pursue an engineering degree.

For more information on the Women’sInitiative at Cisco Systems, Inc.,contact Karen Bohanon, Managerof the Worldwide Diversity Group,at [email protected].

Their W I N G S

“Women are more

than 50 percent of

the global population

but underrepresented

in the technology

industry at large.

We need more women

to enter these fields

and it starts with our

daughters and nieces.”

Cisco’s Susan Bostrom works to inspire our next generation of women in technology

PDJ



For Ann Thornburg, diversity—and plurality—of

perspectives and role models are principles to live by.

Ann is an audit partner at PricewaterhouseCoopers,

member of PwC’s U.S. Board of Partners and Principals, and

leader of PwC’s CIPS (Consumer-Industrial-Products-Services)

industry for Boston.

“The power of multiple inputs is incredible,” she says. “There is no

‘one size fits all’ role model for women. There are many different

models, diverse styles and perspectives to gain from others,” she

says. “Women need to reach out to a broad network of mentors

and role models to develop a catalog of wisdom,” she continues.

“Don’t put all your eggs in one basket, or be too reliant on one

person when you can grow and learn from the styles and input of

different people.” She cites one mentor who once gave her

advice that was hard to swallow. “He was tough and harsh, but

he gave me real words of wisdom that I have never forgotten,”

she admits. “It helped me face up to some things I had to change,”

she explains.

In her more than 25 years of experience providing services to

healthcare and non-profit organizations, Thornburg has marked

several “firsts” in her career. She was the first woman in the

Boston office to be admitted to the partnership. In recognition of

her ability to engender trust and respect among her partners, she

was appointed PwC’s CIPS leader in Boston when there were no

other women on the firm’s Boston leadership team.

Thornburg is also the first and only woman elected to PwC’s U.S.

Board of Partners and Principals. She was elected in 2001 for a

four-year term by the partnership in part due to her reputation for

being outspoken. “One trait valued highly on our Board is the

ability to speak out and challenge things when needed. I stand up

for what I believe should be done without concern for the personal

implications, sometimes to a fault,” she states.

When Thornburg was elected to the Board, she too sought advice

from several former Board members. She learned from them that

there is “a delicate balance in managing Board relationships. You

want to be a trusted advisor and not just an outspoken

critic. It’s important to be supportive of management while

watchful of potential issues,” she explains.

Thornburg also recognizes the role women serve especially well.

“Women can be very effective in business.Women are so good at

reading non-verbal signals and listening to what is said and what’s

not said,” she says. “Women have other unique skills that are very

effective when we capitalize on them.”

As evidence of PwC’s serious commitment to women, Thornburg

serves as chair of the Partner Admissions Committee on PwC’s

Board. “It’s a symbol that women are important and it ensures

fairness in the process. But the best part has been to see my male

partners support diversity as much as I do,” she states.

BALANCEDelicate

Mentor, champion, critic—PwC’s Ann Thornburg ongetting, and giving, the support we need to excel.


continued page 26


One of the keys to Thornburg’s success, she emphasizes, is having a

very supportive spouse and support system. Her husband is a

critic, an advisor and a mentor. Now a retired university dean and

minister, he has four children from a previous marriage, bestowing

her with eight wonderful stepgrandchildren.

To succeed in both personal and professional goals, Thornburg

asserts, women “must be explicit about their goals, whether they’re

married or not, or have children. To achieve balance, it’s critical to

have buy-in from those around you. Women have more options,

and with options come choices—and it is not always easy to

balance. Women need a plan and an intentional focus to make it

all work,” she adds.

Over the past 10 years, Thornburg has also learned to enjoy golf as

a “comfortable way to integrate business with fun. It’s a great

equalizer,” she says. She recently sponsored a skills-building golf

day at her country club for PwC Boston women partners and

managers. “It’s important for women to get over the first hurdle,

and a great way to do it is with other women,” Thornburg advises.

Among all her community involvement, she serves as a member

and former chair of the Board of Directors of Goddard House, a

nursing and assisted living facility. “Women can do a great job

networking through community activities. It’s a good place to

expand your horizons and develop skills, and do something

worthwhile and beneficial for yourself and others,” she concludes.

PricewaterhouseCoopers (www.pwc.com) provides industry-focusedassurance, tax and advisory services for public and private clients. More than120,000 people in 139 countries connect their thinking, experience andsolutions to build public trust and enhance value for clients and theirstakeholders. For more information about diversity atPricewaterhouseCoopers, contact Leslie Azia, PricewaterhouseCoopers,Center for an Inclusive Workplace, at [email protected].


“Women can be very effective in

business.Women are

so good at reading

non-verbal signals and

listening to what is said

and what’s not said.”

Ann ThornburgAudit Partner, U.S. Board of Partners and Principals,

and Leader of the Consumer-Industrial-Products-Services Industry, Boston

PricewaterhouseCoopers LLP

delicate balance Continued from page 24

Ann Thornburg, PricewaterhouseCoopers LLP

just another firstContinued from page 16

Anne Stevens, Ford Motor Company

responsible for overseeing the operations

of twenty-one assembly plants and eight

stamping and tool and die plants in

Canada, Mexico and the United States.

Previously, she was vice president, North

America Assembly Operations. In

addition to the Lockheed Martin Board

of Directors, she serves on the board of

the UAW Family Service & Learning

Center, the board of trustees at Drexel

University and on an advisory board for

a graduate business program at

Northwestern University.

In 2000, she received the prestigious

Shingo Leadership Award and later was

appointed to the Shingo Prize Board of

Governors. In 2001, she received an

Outstanding Business Leader award from

Northwood University. In 2003 she

received the Eli Whitney Award from the

Society of Manufacturing Engineers.

Stevens was named to Fortune

magazine’s 2001 and 2002 list of “50 Most

Powerful Women in Business,” Crain’s

magazine’s “Most Influential Women,” and

“Michigan’s 95 Most Powerful Women” by

Corp! magazine.

For information about Ford’s diversityinitiatives, contact Rosalind Cox, Manager,Diversity and Worklife Planning, by phone at313.248.7505 or by e-mail at [email protected].

“I’ll know I’ve reachedmy pinnacle as a businessleader when I’ve created aninspired, high performing,

aligned team thatnot only performs well,

individually and together,but also has with it a

sense of camaraderie andmutual caring.”

Anne StevensGroup Vice President, Canada,

Mexico and South AmericaFord Motor Company

PDJ

PDJ

Diane H. Gulyas has always been fascinated by

“how things work.” Group vice president of the

DuPont Electronic & Communication

Technologies platform—comprising Display Technologies,

Electronic Technologies, Fluoroproducts and Imaging

Technologies—she says her natural curiosity found a

home at the true growth environment of DuPont.

Gulyas joined DuPont in 1978, a chemical

engineering major recruited from the University

of Notre Dame.

“I went to Notre Dame in the second year that

women freshman were admitted,” says Gulyas, “so

the student body was 5000 men to 500 women.

Needless to say, I had no problem moving into a

male-dominated field from there.

“DuPont was attractive to me because they

offered me a flexible career path. My recruiter

said that I should come as an engineer and see

where my interests and talents take me. He spoke

the truth—DuPont provides great development

opportunities and does not pigeon-hole

people based on their education.”

Gulyas spent her first ten years in a variety of sales,

marketing, technical and systems development positions,

primarily in the DuPont Polymers business. The next four

years, she was in Europe as European business manager,

based in Geneva, for Engineering Polymers, and plant

superintendent at the Mechelen, Belgium site. She served

as executive assistant to the Chairman of the Board,

E.S.Woolard, in 1993-1994.

“I learned a lot during my time with EdWoolard, Dupont’s

CEO,” says Gulyas. “I worked by his side day to day for

18 months and I considered it my ‘on-the-job MBA.’

I attended DuPont board meetings and senior leadership

meetings. I saw how the company made decisions and

allocated resources, but most importantly, I developed a

personal network that included the top 50 people at

DuPont, an asset that I continue to use today.”

Gulyas has held two positions as global business

director—Nylon Fibers New Business

Development and Global Zytel® Engineering

Polymers. Before being appointed group vice

president in February 2002, she held the vice

president and general manager position of the

DuPont Advanced Fibers Businesses—Kevlar®,

Nomex®, and Teflon® fibers, at the Spruance

Plant in Richmond, VA.

Active in her community, Gulyas is a former

Board Member of the United Way of Richmond

and DuPont’s 2004 Chairperson for United Way.

She was a member of the Executive Committee of

the Virginia Business Council. She currently serves

on the Strategic Direction and Advocacy

committees of the Delaware Nature Society.

“I think that participating in the community is very

important,” says Gulyas. “It is part of what keeps us

balanced. At the highest levels in corporate America, it

is a challenge to find balance for women—and men as

well—as the demands on our time are great. You just

have to have discipline to carve out time for the things

that you value ... for me, it might be playing golf with my

husband, taking the dog for a long walk in the park, or

spending time with my sisters.”

Abounding

DIANE H. GULYASGroup Vice PresidentDuPont Electronic &Communication Technologies

Predominantly male-oriented, the sciencessay DuPont Group Vice Presidents




Group vice president of DuPont Safety & Protection,

Ellen J. Kullman leads a $4.0 B business enterprise

that is one of the five growth platforms of the

DuPont Company: DuPont Advanced Fiber Systems, DuPont

Chemical Solutions Enterprise, DuPont Nonwovens,

DuPont Safety Resources and DuPont Surfaces. Under

her direction, DuPont Safety & Protection is

focused on becoming the global market leader in

providing solutions for people, property and

operations in the area of safety, security

and protection.

Kullman began her career at DuPont in 1988 as

marketing manager in the medical imaging

business. Following two years as business director

for the x-ray film business, she moved to Printing

& Publishing as global business director, electronic

imaging. In 1994, she joinedWhite Pigment &

Mineral Products as global business director and

was named vice president and general manager in

1995. She assumed leadership of two high growth

businesses, DuPont Safety Resources (1998) and

Bio-Based Materials (1999). Ellen was named group

vice president and general manager in 2000 with the

addition of Corporate New Business Development and

Intellectual Assets Licensing. She later assumed

responsibility for DuPont Flooring Systems and

DuPont Surfaces in 2001. She was named to her

current position in February 2002.

Before joining DuPont, Ellen worked for

General Electric in various business development and

marketing positions.

“While at GE I worked on the Vice Chairman’s staff,” says

Kullman. “There were only three of us, so I was deeply

involved in how the company worked and made decisions.

I had a wonderful mentor in the staff Vice President

who really challenged me to think more broadly on

business opportunity. I grew tremendously during this

job—it established many of my beliefs and principles

on Business development and resource allocation.

“Often I see women who are not happy in

their role yet wait for someone/something else

to change it. We are responsible for our own

development and our satisfaction with our

careers,” says Kullman. “The roles I have

excelled in are the ones that I have loved.

And to find that ‘match’ is key.

“Both Diane and I are believers that we

need to do everything we can to help

women succeed in the company,” she says.

“I mentor several individuals, and when I

travel to DuPont offices—especially those

outside the U.S., where the networks are

not as well developed as ours—I often get

the women together to discuss what is

going on and to exchange ideas.”

Kullman received a Bachelor of Science degree in

Mechanical Engineering from Tufts University and

MBA from Northwestern University. She serves on

the Boards of the Delaware Symphony, the Board of

Overseers for Tufts University School of Engineering

and as a trustee of Christiana Care Corporation. She

and her husband, Michael, live in Greenville, DE, with

their daughter and twin sons.

“I really don’t believe there is such a thing as balance with

these jobs,” says Kullman. “I say ‘jobs’ because my position

at DuPont is a 24/7 job and my family is a 24/7 job.

Somewhere in there I figure out how to get the important

stuff done. There are school functions/sporting events

during the day and travel meetings at night or on

weekends. I love what I do and I love my family.

And if you really love it then it will work out!”

Opportunitiespresent abounding opportunities for women,Ellen Kullman and Diane Gulyas

PDJ

ELLEN J. KULLMANGroup Vice President

DuPont Safety & Protection

GGloria Bohan founded

Omega World Travel in 1972.

Her first office, located in

Fredericksburg, VA, started

with one employee and some ideas about

business that were fairly radical at the

time. While the competition stayed behind

their desks, Bohan went door to door with

Omega brochures, and personally

delivered tickets. She kept her offices

open late, while the competition closed

at 5:00 p.m. By the late seventies, not only

was Omega a full-fledged competitor,

Bohan had positioned it to be a

trend-setter.

Omega was an early user of computer

reservation systems and a pioneer in

24-hour emergency service. In 1982,

Omega was one of the first companies to

competitively bid on official government

business under a test program by the

federal government. These travel

management contracts opened the door

to Omega becoming one of the largest

government contractors in the country.

By the mid-eighties, Omega had become

one of the largest agencies in the greater

Washington area by pioneering the

concepts of on-site locations, business

travel management, and servicing official

government travel.

Over the last decade, Bohan, a hands-on

owner, has continually diversified Omega,

which now services every major area of

corporate, leisure and government travel.

Omega provides full service, on-site

corporate and on-site government offices

with more than 200 locations worldwide,

including fulfillment centers, overseas

offices, and Internet services, with 1,100

employees and revenues in excess of

$1 billion. And as if conquering this world

of travel wasn’t enough, Bohan seeks to

open new ones. She is a co-founder of

Space Adventures, a company promoting

private space tourism.

“The core strength of our company

emanates from the professionals who

drive the service,” says Bohan, a hands-on

owner who travels regularly to meet with

her offices around the world. “My goal is

to make every employee think like a

salesperson and have them offer the client

the best deal and be totally responsive to

their needs.

“We advise, communicate and relate to

the customer. We benchmark needs and

bring our own creative resources and

partners together to attain the highest

service levels. Our diverse domestic

employee base has enhanced the

company’s ability to service customers

“We see NO limits …”Gloria BohanPresident and CEOOmega World Travel



MMIISSSSIIOONNPPOOSSSSIIBBLLEE

MMIISSSSIIOONNPPOOSSSSIIBBLLEE


around the world. We provide an

environment for our employees to grow

and prove what they can achieve.

“We believe that through training,

incentives and an entrepreneurial

approach, leaders are born.

“Omega is a proven leader in the travel

business. We see no limits. We bring to

the table 31 years of experience and

innovation, and an infrastructure that

offers choices and customization.

Through our advances in technology, our

growth and leadership position in the

travel industry will continue.”

Omega is certified as a woman-owned

business by the Women’s Business

Enterprise National Council (WBENC).

In 2002, Omega World Travel was

honored as Top Diversity-Owned

Business in the U.S. by small business

portal Div2000.com. Omega’s employee

base is 86% woman and minority.

Bohan received the Entrepreneurial

Visionary Award in 2003 from the

Women’s Business Center in recognition

of outstanding women of extraordinary

accomplishments. Earlier this year, she

was awarded an Honorary Doctorate

from Marymount Manhattan College for

“her vision of service to the public,

her skills in organizing a successful

enterprise, her commitment to the

advancement of women, and fidelity

to the values and ideals of liberal

education.” She has also received

Entrepreneur of the Year Award from

the Business Women’s Network and

the National Foundation for

Women Legislators.

Bohan is a member of The National

Association of Women’s Business

Owners, Women Presidents’

Organization and The American Society

of Travel Agents. She is active in a

number of civic groups including the

Race for the Cure, Suited for Change,

The Leukemia & Lymphoma Society,

Girl Scouts of America and the

Salvation Army.

For more information about Omega World

Travel, contact Suzanne O’Donnell at

[email protected].

“My goal is to make every employee

think like a salesperson and have them offer

the client the best deal and be totally responsive to their needs.”

mission possibleContinued from page 30

Gloria Bohan, Omega World Travel

positive impact Continued from page 15

Linda Gooden, Lockheed Martin

school, where it provides computers and

its employees mentor students. With

support from the corporation, Gooden’s

operating company also created a

scholarship program for underserved

high school students who want to attend

college. And the company supports a

number of community colleges and

universities with programs that engage

minority and female students in the

areas of math, science and engineering.

Personally, Gooden also devotes time

and energy to enhancing educational

opportunities for underserved students.

She is on the Board of Trustees of The

Keystone Center; the Board of Visitors of

the A. James Clark School of

Engineering, University of Maryland;

the Board of Visitors of University of

Maryland, Baltimore County; the Board

of Directors of the Prince George’s

Community College Foundation; and the

Board of Directors for the National

Capital Area Council of the Boy Scouts

of America.

“My emphasis in those volunteer

activities is to help develop projects and

programs that encourage diverse

students to participate and to provide

visible role models for these students to

emulate,” says Gooden, who received a

bachelor’s degree in computer

technology from Youngstown State

University and completed post-

baccalaureate studies at San Diego

State University.

“The nation has created an underclass

that really doesn’t have access to

education, to computers, to the

Worldwide Web,” she says. “In the next

10 to 20 years, there will be a real deficit

of employees in science and engineering

if we don’t invest time and energy

encouraging talented young people from

all walks of life to pursue careers in math

and science. It’s our duty to provide

opportunities to children who might not

have them otherwise.”

For information about diversity at LockheedMartin contact Dave Waller, DirectorCorporate [email protected].

PDJ

PDJ


The U.S. Supreme Court’s

recent University of

Michigan decisions, which

upheld the principles of

diversity, were great news.

The Court clearly recognized that diverse

universities are critical to making the

“American Dream” a reality.

And the decisions were great news for

corporate America. No

company will

succeed if the

people at the

top—and in the

talent pipeline—

do not represent the incredible diversity of

the marketplace. That’s why smart

companies energetically foster a corporate

culture that embraces diversity and

encourages inclusion. They have strategies

for recruiting, developing and retaining

talented women and minorities. And they

have mentoring programs to help women

and minorities develop a wide variety

of skills and connect with powerful

internal networks.

In short, smart companies manage

diversity just as they do other important

business issues.

At AT&T, we define diversity broadly. It’s

not just about gender or race. It’s about

all of the dimensions of diversity and the

richness they bring to our workforce and

our world.

AT&T values diversity because it’s the

right thing to do for our employees and

it’s the right thing to do for our business.

Diversity sparks creativity and

innovation, which are keys to

survival, let alone success, in

today’s global marketplace.

Diversity broadens our

perspective as a company.

And it helps win the trust of

customers, stakeholders and

suppliers of all backgrounds.

We work hard to create not

only equal opportunity, but

also expanded opportunity at AT&T.

I personally benefited from this

commitment. When I first joined the

company, in 1977, I was chosen for the

company’s Management Development

Program. The program groomed women,

minorities and high-potential college

recruits to be leaders in AT&T by exposing

us to many parts of the business.

Today, I am AT&T’s first woman president.

When I returned to AT&T two years ago,

one of my priorities was creating an

emerging leaders program, much like the

one that helped me. It focuses on building

skills through rotational assignments for

high-potential managers. More than 40

percent of the participants are minorities.

Our strategic intent is clear: The next wave

of AT&T leaders will better reflect the

communities in which we live and work.

Our commitment to those communities

goes beyond workforce programs to AT&T

Cares and the AT&T Foundation, through

which we donate dollars, services and time

to help keep our communities strong. Our

programs and policies also support our

commitment to making purchases from a

diverse base of suppliers who reflect the

communities we serve.

We also sponsor seven internal business

resource groups that reflect the diversity of

AT&T people: Asian Americans, African

UnderstandingDiversity

As a Business Issue

Betsy BernardPresident, AT&T

AT&T works hard to create not only equal opportunity, but also expanded opportunity.


continued page 40

As a Business Issue

News of the corporate

accountability scandals

may have passed from the

front page in recent

months, but the scandals

continue to have a significant impact on

our world. They have destabilized and

depressed markets and, perhaps most

importantly, have eroded investor trust—

the very foundation upon which American

prosperity has been built and must

continue to stand.

But there is a silver lining. The wave of

scandals has compelled us to look deeply at

the relationship between ethics and

economics, and is helping to create a new

conventional wisdom: that sound corporate

responsibility matters. Indeed, the scandals

are generating fundamental changes that

can strengthen our financial system.

Like many in the financial community,

we at Calvert have applauded the

government’s new reform measures to

strengthen the checks and balances of the

financial system. But we also recognize that

it is simply not possible to write enough

rules and regulations to prevent people

from doing the wrong thing. For real

reform to occur, the environment that

fosters fraud and deception must

be transformed.

At Calvert, we believe it is our

responsibility to contribute to that

transformation by using our power as

investors to promote disclosure,

transparency, and accountability. To that

end, in June 2003 Calvert launched

Corporate Responsibility Matters, a

comprehensive program designed to

achieve five main goals:

• Strive for integrity-driven performance

through continued evaluation of the

corporate governance practices of each

company in which we invest

• Encourage companies to disclose not

just financial information but

information on all social and

environmental issues that affect the

bottom line

• Promote board diversity

• Champion engaged shareownership

• Promote sound business practices and

public policies.

We have been especially active in our

efforts to promote board diversity. Calvert

has long recognized that diversity is an

important attribute of a well-

functioning board of directors.

Boardrooms that look like America serve

The New Conventional

Wisdom

CORPORATERESPONSIBILITY

“The wave of scandals has compelled us

to look deeply at the relationship between

ethics and economics, and is helping to create a

new conventional wisdom that sound corporate responsibility matters. Indeed, the scandals

are generating fundamental

changes that can strengthen our

financial system.”

Barbara J. KrumsiekPresident and CEOCalvert Group, Ltd.

About Ethics and Economics


continued page 40

continued page 38


Lynn Laverty Elsenhans is president of Shell Oil Company and themost senior representative for the Royal Dutch/Shell Group in theUnited States. She also serves as president and CEO of its Oil Products business in the U.S.

Elsenhans joined Shell Oil Company in 1980 after graduating fromRice University in Houston with a BA in Mathematical Sciencesand an MBA from Harvard University. She held successive positions in Shell’s major businesses in the U.S. before being named President of Shell Oil Products East in 1999. In this role, she wasresponsible for Shell’s refining and marketing business in Asia and the Middle East. In 2002, she was named Director—StrategicPlanning, Sustainable Development, and External Affairs for Royal Dutch/Shell in London before assuming her current positionin June 2003. PASSION

Isn’t Enough

Diversity and inclusiveness are values in Shell that

we have a great passion for—not only because it’s

the right thing to do, but also because it’s very

important to meeting our business objectives.

Having said that, passion isn’t enough. We must have very clear

targets and leaders accountable for delivering those targets. We

must have policies that are solid and the kinds of practices in our

company that support what we are trying to achieve. I feel in

Shell that we do have these elements in place. We’ve made a lot

of very good progress, but there is still much to be done.

I believe we are well along on our journey of making diversity

part of our everyday business. Each Shell organization has a

diversity scorecard to measure progress toward creating an

inclusive work environment, achieving goals for workforce

representation, minority- and women-owned business spend

and managing our talent pipeline.

These scorecards are one method to ensure that businesses and

their leaders track progress and achieve the company’s diversity

goals. Linking diversity performance to the compensation of our

leaders reinforces accountability.

All this is a strong signal from the top that “lip service”

isn’t good enough and that Shell leadership is determined

to make diversity and inclusiveness

a part of the cultural fabric of this company.

We have much yet to do in the areas of

developing the talent we have in order for it

to be the best that it can be. We’ve made

progress in that we now have very

structured talent management reviews

that we take very seriously in terms

of succession planning and

development opportunities for our

future leaders. We conduct these

reviews with a “diversity lens” to ensure

that we consider underrepresented

minorities and women in meeting

our objectives.

Our nine employee networks continue to

flourish and Shell is strengthening their

role and more closely linking their

activities to business goals. These networks

support our efforts to attract and recruit

talent, onboard new hires, and retain the

talent we already have through mentoring

and development opportunities. They also

help Shell deliver on its commitment to be

a good corporate citizen through community

service and volunteer activities.


continued page 40

Lynn Laverty ElsenhansPresident and Country ChairShell Oil Company


the best interests of shareholders and

the economy.

One important step that we have taken has

been to formulate model charter language

on board diversity. We offer the

model language to companies as a way

for them to formalize their commitment to

maintaining an independent and diverse

board. They may either adopt the

model language as it stands, or

formulate their own language

embodying the model’s principles.

Calvert’s model charter language has been

endorsed by the State of Connecticut,

which recently launched its own innovative

statewide board diversity initiative. And in

October 2003, the National Association of

State Treasurers signaled their agreement

by passing a resolution on corporate

governance that incorporates aspects of

Calvert’s Model Charter Language.

We have also been very active in waging

shareholder campaigns to promote board

diversity. During the 2003 proxy season,

Calvert filed nine shareholder

resolutions urging companies to build

more diverse boards. In addition, we wrote

to the CEOs of the 640 companies that

make up the Calvert Social Index urging

them to add women and people of color to

their boards.

Another issue that we and other

institutional investors have been working

on is proxy-voting disclosure. Proxy voting

is the means by which shareholders

(including mutual fund companies)

express their support, or dissent, for

issues relating to the management of the

companies they invest in. It is the most

direct way for investors to influence

corporate behavior.

Calvert has disclosed its proxy votes for a

number of years, and recently revised its

proxy voting guidelines to more thoroughly

examine corporate governance issues.

Clearly, these are exciting times. Despite

the wave of corporate accountability

scandals—or because of them—we are

seeing the emergence of a new business

culture based on the integration of ethics

and economics. On behalf of Calvert,

I invite you to join us in helping to bring

forth a new world in which our society’s

economics truly reflects its highest sense

of ethics.

For information about Calvert, visitwww.calvert.com. #4612 (12/2003)


corporate responsibilityContinued from page 35

Barbara J. Krumsiek, Calvert Group, Ltd.

steward of heritage and resourcesyears in contracting with small

businesses. Interior also rates above

the government-wide average of

employment of persons with

disabilities—with 10 percent of the

workforce instead of the average

7.5 percent. In fact, there has been an

increase in the employment numbers of

women, minorities and people with

disabilities under Norton’s tenure.

By ensuring that the

Department

workforce includes

employees of all

backgrounds and

experiences, Interior

is better able to

understand and serve

its customers, the

citizens of America.

For more informationabout the diversity of theU.S. Department of theInterior, contactJohn Wright, [email protected].

“A diverse workforce is essential to

providing services to the culturally and linguistically

varied populations that visit and work

with the Department’s

facilities and lands.”

PDJ

PDJ

Continued from page 19

Secretary Gale Norton, U.S. Interior Department


Americans, Hispanics, Native Americans,

people with disabilities, women, and the

gay, lesbian, bi-sexual and trans-gendered

communities.

We offer career-development training for

all AT&T people, not just those on the

executive track. We offer courses in

diversity training to help people build the

skills to maintain and manage a diverse

workforce. And we have succession-

planning standards, so that the slate of

candidates for job openings includes

women and minorities.

Today, more than ever, when investors,

customers and the general public are

closely scrutinizing corporate America,

companies must focus on results, not

empty rhetoric, when it comes to diversity.

At AT&T, we know we’re not where we

want to be. But we’ll continue to make

progress on this journey, because we know

that when people have opportunity, there

are no limits to what they can accomplish.

For more information about careers at

AT&T, visit their website at

www.att.com/careers.

As we went to press, we learned Betsy Bernard was leaving her post atAT&T to pursue other opportunities.

business issue Continued from page 34

Betsy Bernard, AT&T

Our businesses also integrate diversity into the

way they do business with external parties. Last

year, Shell’s U.S. businesses spent more than

$514 million with minority- and women-

owned businesses and are finding real ways to

expand their influence.

I’ll give you an example in what our legal

department is doing with law firms that

perform services for Shell.

Shell wants to ensure that these firms are

encouraging women and minorities to

become partners. Not only does Shell

request demographics, it asks that the firm

demonstrate that women and minorities play

significant roles in the organization. Continued

service to Shell is contingent upon meeting

these expectations.

We also have a unique initiative on the

marketing side of our business with our

multi-site operator program. Our supplier

diversity goals were “top of mind” in recruiting

nearly 100 operators to manage clusters of

our company-owned retail sites around the

country. We looked for business acumen,

financial resources, an entrepreneurial spirit

and a proven track record in retail to take on

these assignments, but we also sought out

prospects that represent the demographics

of the markets in which they will operate.

These multi-site operators are forming the

backbone of our retail marketing efforts in

major metropolitan markets.

Diversity is a journey and we have a ways to

go yet. But our goal is to ensure that

everyone has a place at the starting line and

after that, it’s up to each of us how well we

run the race.

For more information about Diversity at Shellcontact John Jefferson, Director of Diversity [email protected].

“All this is a strongsignal from the topthat ‘lip service’ isn’tgood enough and thatShell leadership isdetermined to

make diversity andinclusiveness a part ofthe cultural fabric of

this company.”

passion isn’t enough Continued from page 36Lynn Laverty Elsenhans, Shell Oil Company

PDJ

PDJ

Don’t miss an issue!Find out what best-in-class

organizations are talking about ...and doing ... in

The Forum for Business Diversity

Coming in January/February 2004

Technology and Diversity: How doesdiversity keep technology companies on thecutting edge?

Networking: What’s the best way to useprofessional networking groups? How are we using networking groups within our organizations?

The Black CEO: What does it take to getto the top ... and stay there?

Subscribe today. Call11--880000--557733--22886677or visit www.diversityjournal.com


BBeeccaauusseeWWee CCaannBBeeccaauusseeWWee CCaannLurita Doan, Founder and President of New Technology Management, Inc. on the entrepreneurial spirit that led her to take on the“big boys” of high-tech. Photo by Cameron Davidson



W hy do I do the things I do? The answer always comes

back: Because I can. While my personal journey has

been an ever-changing one, from teaching at a universi-

ty, to working for large government contractors, to starting and

running a successful small business, I never forget that we women

have an unprecedented opportunity to play a larger role in society

as business owners and professionals. With individual personal

initiative, and by seeking out life—and

business—opportunities wherever they

may exist, we can not only take

responsibility for our lives but also take

on a greater responsibility to society.

Today’s women have more social and

financial freedoms and more personal

ability to turn small business

opportunities into thriving enterprises

than ever before. I’ve been incredibly

fortunate to be able to pursue my

professional dreams and lead my own

company, while also playing a role in

making the country a better and safer

place to live.

My company, New Technology

Management, Inc. (NTMI), fulfills high-visibility, high-risk

contracts that are essential to our nation’s border security. NTMI

provides turnkey technology solutions including design,

installation and maintenance of all secure surveillance equipment

currently being deployed at over 85 percent of all land border

ports of entry on America’s Canadian and Mexican borders.

Our success did not come easy and was by no means guaranteed.

I started my business with $25.00, no customers and no business

experience, except from the lessons passed down from three

generations of women and men in my family working in their own

businesses. We have been a family of entrepreneurs from the time

of my great grandmother, a free Black, who sold pralines in New

Orleans in the 1860s.

I was raised to understand that hard work is a critical element of a

successful small business, but that hard work alone isn’t sufficient.

If that were the case, there would rarely be a business that would

ever fail. Running NTMI is quite a bit more complex than selling

candy confections, but the basic principles and approach remain

the same. From stories handed down about my great grandmother’s

business life I learned the basics of running a small business, not

the least of which was the importance of being first to market. My

great grandmother would arrive at the French Market along the

Mississippi River by 5:30 a.m. in order to catch the lion’s share of

the “breakfast crowd” and to extol to the passing gentlemen the

virtues of a sugar jolt in the form of a praline and a quick cup of

café au lait. With NTMI, the parallels were striking when we

began with virtually no advertising budget, and being first to

market in our niche was our best and only marketing advantage.

My grandmother ran a business school and owned several rental

properties at the turn of the century (1908). She taught me about

the importance of participating in

society and politics and insisting on

equal rights. She operated a successful

business at a time when women did not

yet have the right to vote. She believed

passionately in the power of the vote as

the ultimate exercise of our rights as

citizens of the United States—a privilege

that too many women, a century later,

take for granted.

I believe in being politically active and

the importance of the individual vote.

I also believe that “you put your money

where your mouth is,” so each NTMI

employee is granted three hours’ paid

leave on Election Day to get out and

vote. I think of this as a small civic

contribution, which I hope more businesses will adopt. For me it’s

also a tribute to my grandmother’s passion for a political system

that has slowly but surely provided a more level playing field for

her granddaughter.

It is lamentable in many respects that, even today, small businesses,

which do most of hiring and buying and paying of taxes, seem to

play an undersized role in major policy debates. The solution is

more political involvement from the small business community.

Perhaps the most rewarding aspect of my life as an entrepreneur is

my role as a mentor. Mentoring is my opportunity to help others

benefit from my hard-won experiences and, at a minimum, to help

others avoid making the same mistake that I have made, and to

share in those personal victories that come from moving a little

further up the ladder of success. And it feels really good.

If, like me, you’ve started your business with only $25.00, a trip to

Kinko’s and a dream of what you’d like to do, you can’t help but be

a believer in the power of individuals to make a difference. I see the

future for women entrepreneurs improving steadily with every new

small business success story, and for the sake of our country, our

economy and our political discourse, our voices must be heard.

Based in Reston,VA, New Technology Management, Inc. (NTMI) is one of

the SBA’s 50th Anniversary Women-owned Business success stories. For more

information, visit www.ntmi.com.

“I started my business with $25.00,

no customers and no business experience,

except that gained from watching three

generations of womenand men in my family

working in their own businesses.”

PDJ


The story of the leadership and advancement of

women in corporate America today is an

exhilarating one. It has become a dynamic force,

with women making outstanding contributions to

the corporate, government, and nonprofit sectors.

We are the leaders of today and the architects of tomorrow.

No matter what euphemism you wish to use—shattering the glass

ceiling, bridging the cultural gap, etc.—this formidable segment of

the workforce is changing the workforce from within. A look at

this issue should tell you how.

Since 1993, the Business Women’s Network (BWN) has supported

this leadership and advancement, giving us a forum to champion

one another and show appreciation to our supporters, male and

female alike. Now a decade old, BWN can be best represented by

what we call “The New Girls’ Network.” In the ten annual Summits

we have held, our theme has been, “More business for more

women.” Our goal is to open doors for women and women-owned

businesses. We at BWN and Diversity Best Practices are proud of

women’s accomplishments and the strength of our economic

future. And as our membership grows, our focus does, too: to

use our strength to open doors for others, and to strengthen our

commitment to a more inclusive workforce.

There are so many organizations offering support for women;

at BWN, we now profile some 7,000 women’s organizations. These

organizations offer all of us superb networking opportunities and

a great source of support.When we, as members, support our

organizations, much is accomplished. For example, I am extremely

proud of what I have been able to accomplish through these

organizations. I was a founding member of the Committee of 200,

a past president of NAWBO in the Washington DC area, and

involved—and rewarded—in many more. I will always give back

to young women, as the mentor experience is both enriching and

rewarding to me. This year, my efforts resulted in being a Lifetime

Achievement Award Winner of Enterprising Women Magazine.

The pace of our world is dizzying and change is the only thing we

can count on. What can we as women do to ensure our growth—

and the growth of others—in this business evolution?

• Network. Look to others for support. The greatest leaders know

they cannot go it alone.

• Give credit to those who play a role in your success.We are only

as good as those on our team.

• Give back.Make yourself available to anyone who needs your

mentoring or advice. Your time is the most valuable thing you

can give.

If these “rules

to live by”

sound familiar,

it is probably

because it is

reflected in the

stories of each

of the Women

of Initiative

that have been

highlighted

here today.

Yes, we’ve come a long way. I believe women are the workforce

(and the marketplace, and emerging community leadership).

Today, ninety-nine percent of women will work for pay at some

point in their lives.Women are moving up to the executive suite

and are supporting other women along the way. Representation in

the board room is getting stronger and stronger; we at BWN

expect 15% of the membership of corporate boards to be women

by 2005. And women will continue to dominate the entrepreneur

community, with 1,600 forming businesses each day.

But we still have far to go. That is why we salute our role models

today—to share in our successes, to support each other’s growth.

May we all read and be inspired!

Edie FraserPresidentBusiness Women’s Network and Diversity Best Practices

TheNewGirls’Network

Now 10 years old, the Business Women’sNetwork opens doors for women and

women-owned businesses throughout the U.S.

From this year’s BWN Summit, President Edie Fraser withRosalyn Taylor O’Neale of MTV Networks, and Robert Fernandez andFiona Devan from Cummins Inc.

PDJ

An iVillage Company

helping you grow diversity

www.diversitybestpractices.comwww.bwni.com

1990 M St, NW, Suite 700Washington, DC 20036(202) 466-8209 | (866) 533-2748

DDiivveerrssiittyy BBeesstt PPrraaccttiicceess ((DDBBPP)) is a member-

ship-based business resource with a vast network

of experts from the worlds of business, govern-

ment and organizations helping diversity leaders

make a quantifiable strategic impact.

For Audrey Boone Tillman and the

supplemental insurance giant AFLAC

Incorporated, the job of creating a more

inclusive environment is ever-evolving.

“Our culture is ripe with diversity

because we have someone in place who

understands it to be more than race,’’ says

Tillman, AFLAC’s director of human

resources and a senior vice president with

the company. “Dan said ‘I won’t sit around

a table with advisors who all look like me’.”

Tillman, who started in AFLAC’s legal

department as an attorney in 1996, doesn’t

head up the company’s diversity initiative.

But two years ago, Chairman and CEO

Dan Amos tapped her to be AFLAC’s

human resources director, placing the

company’s diversity program and other

employee-related programs under her

leadership. She didn’t make big program

changes—except one.

“The head of our diversity initiative wasn’t

a company officer at the time, so I

approached Dan. He understands how

important diversity is, and the importance

of support from the top,” says Tillman.

“Audrey is the driving force behind taking

our diversity efforts to the next level,” says

Brenda Mullins, second vice president of

diversity/employee relations. “Her

partnership with Dan and her drive to

succeed gave me the reinforcement,

support and inspiration that I needed to

expand our diversity initiatives.”

The highest-ranking African-American

female in AFLAC, this married mother of

three says her career has progressed

because of AFLAC’s work environment.

Audrey Boone TillmanSenior Vice President and Director of Human ResourcesAFLAC


“… if you’re willing to

WORK HARD, yourefforts will benoticed …”

The photo on the credenza tells a vivid tale

—a smiling Bonita Stewart,

DaimlerChrysler’s Director of Chrysler

Brand Communications, arm-in-arm with

Celine Dion, the pop diva whose

crystal-clear voice and music grace some

of Chrysler’s recent advertising spots. It’s a

strong testimony to the rising presence of

executive women in the male-dominated

automotive industry, certainly, but also

represents a marketing strategy built on

the strengths of diversity initiatives and a

conscious approach to attracting young,

hip buyers to the Chrysler brand.

“The world has changed,” says Stewart,

who holds responsibility for all print,

electronic and broadcast Marketing

Communications for the Chrysler brand.

“The top golfer in the world is African-

American; one of the most popular

rappers, white. There’s an African-

American ‘Friend,’ and a street-savvy

African-American detective on ‘Law &

Order.’ The media and the marketing

industry are responding to the positive

reality of our diverse population.”

Stewart credits her father for teaching her

the “Four C’s to Success”—Concentration,

Culture, Character and Courage—

qualities that are part of the reason Ebony

Magazine named her as one of their

“Outstanding Women in Marketing and

Communications” for 2003. She holds

an MBA in Business Administration from

the Harvard Graduate School of Business,

and began her career with the Chrysler

Group in 1993 as Manager of

Marketing Strategies.

Stewart takes pride in the knowledge that

her success allows her to open doors for

other women of color. “The greatest

rewards I’ve received in my career have

been the notes and letters from minority

women, thanking me for being a positive

role model.”

Bonita C. StewartDirector, Chrysler Brand CommunicationsDaimlerChrysler Corporation

“the WORLD has changed …”

PDJ

“AFLAC is the type of place where, if you’re

willing to work hard, your efforts will be

noticed and you’ll be rewarded,’’ said

Tillman. It’s an environment Tillman

works hard to advance. As head of AFLAC’s

human resources department, Tillman is

charged with being the main advocate for

the company’s employees. She says surveys

and talking to employees play a significant

role in updating services.

“When we changed some of our shifts to

6 a.m. we had working mothers ask, ‘What

do I do with my child?’” Tillman said.

“We negotiated with our daycare and got

them to adjust their hours to accommodate

them.” AFLAC has also recently created

accommodations for nursing mothers and

revised its medical insurance coverage so

that single mothers, who once had to

purchase Employee-plus-One coverage at a

higher premium, could feel less of a pinch.

“We went back and tailored the benefit to

reduce the premiums for our single

working mothers, putting more back into

their pocket books,’’ she said.

Tillman holds a bachelor’s degree in

Political Science from the University of

North Carolina at Chapel Hill and a Juris

Doctor degree from the University of

Georgia School of Law. She is a member of

the State Bars of Georgia, North Carolina,

and the District of Columbia, and is past

chair of the Corporate Law section of the

National Bar Association.

Tillman finds the analytical skills she

honed practicing law a plus in her

position as head of human resources.

“We’re not afraid to ask the question ‘Is this

working?’ when it comes to our diversity

program or any of the other services and

programs we offer,” Tillman said.


Caryl M. Stern has a special method for

managing the vast array of urgent issues

that cross her desk every day. She sorts

them into two baskets. Incidents of

Anti-Semitism and Hate, and Strategies for

Fighting Back. “It’s really easy to be

overwhelmed by everyday incidents of

bigotry. That second basket is vital

because success in my job is about

focusing on solutions.”

Stern’s mission—and that of the Anti-

Defamation League (ADL)—is no less than

to eradicate Anti-Semitism, discrimination

and bigotry of all kinds. Her inspiration

was inherited. “My mother was a

Holocaust survivor who was sent to the

United States as a child—she didn’t see her

mother from the age of six until she was a

teenager. She could have been bitter, but

instead she was thankful. Her joy and zest

taught me that everything is possible. She

showed me the world is ours—we can

make it a good or bad place.”

In her current role as ADL’s Chief

Operating Officer and Senior Associate

National Director, Stern oversees the day-

to-day operations of the organization and

its network of offices across the country

and is also a well recognized activist against

hate. Stern coordinates with leaders in the

United States, Europe, Asia and Israel to

promote respect for diversity and to

counter prejudice and discrimination in

schools, the community and the workplace.

Stern is also regarded as one of the

education world’s leading innovators and

visionaries. Her book, Hate Hurts: How

Children Learn and Unlearn Prejudice

(Scholastic, 2000), moved the issue of

bigotry among children front and center

and is a tool used by tens of thousands of

parents and educators across the country.

Most recently, Stern shepherded a

bold new approach for reaching kids.

The CD-ROM entitled Hate Comes

Home was produced with industry

leader Will Interactive, Inc. to teach

high-school aged youth how to counter

prejudice, discrimination and hate-

motivated behavior.

Despite her busy schedule, she has a warm,

caring interpersonal style that endears her

to colleagues and friends alike. “I am

blessed to have three sons who range in age

from 4 to 32. I’ve learned from them the

importance of conveying values and beliefs

across the generational spectrum.” It is no

wonder that Working Mother Magazine

named her as one of 25 Moms We Love

in December 2000. She has also been

honored by the National Association for

Campus Activities (NACA), an

organization representing over 1,000

colleges and universities. Stern was a

recipient of the Founder’s Award, the

NACA’s highest professional honor. She

has also been honored with the prestigious

New York City Harmony Award.

Caryl M. SternChief Operating Officer and Senior Associate National DirectorAnti-Defamation League

“She showed me the world isours—we can make it a good

or bad place.”

PDJ

PDJ

Shelley Seifert is a

passionate advocate of

doing what’s right for the

33,000 employees of

National City Corporation.

“At National City, we care

about doing what’s right

for our customers,” she

says, “and we fulfill that

promise through people

who are committed to their customers, to their colleagues and to

their communities.”

As executive vice president and head of human resources for the

nation’s ninth largest financial services company, Seifert leads the

organization’s efforts to engage its workforce to increase

individual contributions—resulting in a winning environment

for employees, customers and investors.

“We’re focused on creating a culture of success,” she says, “by

hiring the right people, developing their talents and encouraging

high performance through communication and recognition.

Respect, inclusion and performance excellence prevail in all

we do.”

Employees experience this culture on their very first day, and

can advance their careers by demonstrating performance and

potential—as did 139 branch managers promoted this fall as part

of an initiative to enhance the company’s branch management

career path.

“We also know that most employees face issues of balancing their

work and personal lives, whether they’re raising children,

continuing their education or caring for elderly parents,” says

Seifert, the mother of an 11-year-old daughter. “By providing

support and resources, we believe we can help people maximize

the contributions they’re making at work.”

Under Seifert’s leadership, the company has introduced a number

of family-friendly programs, including flexible working

arrangements, an Employee Assistance Program, and Prime

Time, which offers full-time benefits to part-time employees with

at least 10 years of service. Club Wellness was launched earlier

this year to provide education, motivation and inspiration to

help National City employees improve their physical and mental

quality of life at home, work and play.

A native of St. Louis, Seifert earned a bachelor’s degree from the

University of Missouri and a Master of Business Administration

from the University of Louisville. She began her banking career in

Kentucky in 1979 and served in various human resources positions

for National City before transferring to Cleveland in 1993.

With her business and personal philosophy of “treating everyone

with respect and compassion,” Seifert leads by example through

her hands-on community involvement. She serves as vice chair of

the Visiting Nurse Association of Greater Cleveland and of

Business Volunteers Unlimited, board member of the Arthritis

Foundation and member of the Cleveland Commission on

Economic Partnership and Inclusion. She is past board chair of

the Urban League of Greater Cleveland, a graduate of

Leadership Cleveland and a member of the Society for Human

Resources Management.

“we can help people MAXIMIZE the contributions

they’re making AT WORK …”

Shelley J. SeifertExecutive Vice President, Corporate Human ResourcesNational City Corporation

Catherine Land-Waters

sums up her career at

AGL Resources

(AGLR), an energy

holding company

serving approximately

1.8 million customers

in the Southeast, as

“taking the hard jobs

and making them

look easy.”

As interim president of AGLR’s largest subsidiary Atlanta

Gas Light Company (AGLC) in 1998, she led the company

through the biggest challenge in its history—the

deregulation of Georgia’s natural gas industry, which

impacted 1.5 million commercial and residential customers.


“ ... AS MUCH AS I could take in and as much as

I COULD LEARN …”

PDJ

“There was no rule book, no map out there on how to

deregulate,” she says. “We had to define the process, then build

the systems to support it.”

Now, as senior vice president, business technology at AGLR,

Land-Waters is a 22-year veteran in fields that have traditionally

been male-dominated: natural gas, industrial engineering and,

now, technology. She has blazed the trail within her community,

as well, as the first female member of the Buckhead (Atlanta)

Rotary Club and the first woman to serve as the prestigious

service club’s president.

Like many outstanding women, Land-Waters didn’t start out as a

trailblazer. A French major at Auburn University, she had

originally planned to be a translator in New York. But life—and

her husband, Robert—took her to Atlanta where she took a

teaching position. The outdoors enthusiast found the classroom

too confining and enrolled in night school where she discovered

industrial engineering and found true academic love. She earned

a Bachelor of Industrial Engineering Technology from Southern

Polytechnic State University and a Master of Business

Administration from Brenau University.

In 1981, Land-Waters was hired as one of the first two female

field engineers at AGLC. Her initial “dress for success” look of

jeans and hard hat was quickly replaced by more corporate attire:

“The gas company offered me positions that constantly

challenged me. As much as I could take in and as much as I

could learn—they allowed me to do it.”

When not at work, Land-Waters enjoys watching her daughter

play volleyball and working on the family’s Alabama farm. She

makes time to serve on the board of the Atlanta Urban League,

the Better Business Bureau of Atlanta and the Buckhead Rotary

Foundation. She is a graduate of Leadership Georgia, Leadership

Buckhead and Leadership Atlanta.

Land-Waters credits her “core values” with guiding her through

the many changes in her industry: “You’ve got to be honest with

yourself and everyone else. You have to do what’s right for the

company and its stakeholders, even when it means making

tough decisions.”


When Christine MacKenzie left her native New Zealand in 1976,

her intention was to travel the world. At DaimlerChrysler, she

found the place she could be on top of it. In 1981, she accepted a

Financial Analyst position—the first step in her rise to Vice

President of Dealer Operations

for DaimlerChrysler Corporation.

MacKenzie’s responsibilities

include franchise planning and

administration, dealer placement,

franchise legislation, minority dealer development, and factory-

to-dealer communications. She also serves as President of

Chrysler Realty Corporation, was named one of the Automotive

News 100 Leading Women for the year 2000, and will be

President of the Adcraft Club of Detroit—the largest advertising

club in the world—in 2004.

“The number of women in the automotive industry is growing,

and the pipeline continues to be filled with talented women who

are seeing that the auto industry is an exciting place to work,”

MacKenzie states. “Although holding an executive position in

this industry is still quite unusual for a woman, it provides a

wonderful opportunity to offer one’s unique and diverse

perspective. And it is this perspective that has helped me in

understanding and

working with Chrysler’s

minority dealers.”

Being a dealer requires an

entrepreneurial spirit,

MacKenzie states, but it

also takes education and

experience. Dealers must

understand every facet of

their franchise, from sales

and financing to servicing

both their customers and

their employees. Her department is working on a program to

attract minority students in high school and college, and match

them with established minority dealers willing to mentor and

train them to become future dealers.

Chrysler holds the distinction of awarding the first minority

dealer automotive franchise, in April 1965. The company

established a formal Dealer Development Program in 1978, and

has continued to maintain the highest quality standards and

training processes for minority dealers, including the nine

franchises held by minority females.

Christine A. MacKenzieVice President, Dealer Operations, DaimlerChrysler Corporation

“the pipeline isFILLED with talented

women …”

PDJ

Catherine Land-WatersSenior Vice President, Business Technology, AGL Resources

PDJ

Dr. Z. Clara Brennan is the third president

of the only bilingual institution of higher

education in the Midwest, Chicago’s St.

Augustine College. A native of Peru,

Dr. Brennan received her baccalaureate

degree in Economics from the

Universidad Nacional de Trujillo. She

attended the University of Missouri,

Columbia, on Fulbright and Central Bank

scholarships, earning her master’s and

doctorate degrees in Economics. She

completed post-doctoral studies at

Harvard University’s Institute of

Education Management and received a

Certificate of Fund Raising Management

from the Center on Philanthropy at

Indiana University. She was one of a select

few invited for the New Presidents

Seminar at Harvard.

This diverse academic experience provides

an important backdrop for her relatively

new position. St. Augustine College is a

private, Hispanic-serving institution of

higher education located on the north side

of Chicago, with two other satellites in

predominantly Hispanic communities in

the west and south sides of the city.

Founded in 1980 under the auspices of

the Episcopal Diocese of Chicago, the

College provides access to higher

education for minority students with an

emphasis on those of Hispanic descent.

The College is accredited and offers twelve

associate degrees and one baccalaureate

degree. St. Augustine boasts of a student

enrollment that is approximately

1,700, with an average age of 30.

Hispanic students account for nearly 88

percent of the student population. The

majority of the student body, 78 percent,

are women; a reflection of this reality is

the childcare offered at each of the

College’s three locations.

“In the early eighties, our founders

initiated an experiment that is today

enshrined in the mission and values of

St. Augustine College,” says Brennan: “to

provide access to a college-level education

by removing barriers related to English

language proficiency, family needs,

financial assistance and others. Our

challenge is to continue this mission

within an environment that is increasingly

competitive and to do so in a manner

that provides the highest level of quality

education and services. As a relatively

new college, St. Augustine faces many

challenges: competition, limited financial

resources, youthfulness, and many others,

including attempting to educate the most

vulnerable, at-risk student population.”

To keep St. Augustine College moving

forward, Dr. Brennan’s vision includes the

continual integration of technology into

the College’s classrooms, libraries, and

administrative support systems. She seeks

to expand programs and degrees and to

increase the number of baccalaureate

degrees offered. “For St. Augustine to

remain an important asset to the Hispanic

community, the College must increase its

offerings and provide our students with

more learning opportunities. Our struggle

is to manage this growth within the

framework of the College’s mission.

I believe that we can and will do so.”

Dr. Z. Clara BrennanPresidentSt. Augustine College, Chicago

“… removing barriers …”


Dr. Z. Clara BrennanPresidentSt. Augustine College, Chicago

“… removing barriers …”

PDJ

A 14-year veteran of Eastman Kodak

Company, Celeste Amaral is the company’s

highest ranking Hispanic female, with

responsibilities that include establishing

Kodak’s financial management policy;

reporting on the company’s financial

landscape to senior executives; developing

the standardized global corporate finance

policy for Kodak’s business units; preparing

financial forecasts; and serving as secretary

for Kodak’s executive Operations Council.

It’s easy to understand how the rigors of

Amaral’s daily schedule could prevent her

from taking an active role in “extracurricular”

activities. However, since working her way

through the executive ranks, Amaral has

established a mentoring program to coach

up-and-coming Hispanic employees as they

climb the corporate ladder. She’s also an

active participant in Kodak’s HOLA network,

an employee group designed to provide a

forum for the exchange of ideas and to

promote the interests of Hispanic employees.

In addition to HOLA, Amaral participates in


three other employee networks, a move

she says better equips her to manage and

communicate with Kodak’s diverse

global team.

Amaral’s dedication stems from her

belief that, as a Hispanic woman with

such a high-profile position, she has a

responsibility to promote the

professional development of other

Hispanics in the company. “I strongly

believe that the key to anyone’s success is

focus and results, which takes hard work

and a high level of commitment,” says

Amaral. “But I also recognize that hard

work, even with results, can sometimes go

unnoticed. I not only want to mentor and

set an example for other Hispanic

employees, but I want to be a champion

for them … to use my presence at the

executive level to further the interests of

Kodak’s Hispanic population.”

Outside of the office, Amaral shows the

same passion for helping others get ahead.

She is an active member of the Latinas

Unidas Network of Greater Rochester, a

group dedicated to fostering opportunities

that promote unity, cultural identity and

the presence of Latina women in the

community. Amaral spearheads the

organization’s fundraising arm, which

provides academic scholarships to

Hispanic women, age 25 and older, who

want to further their education.

“I wanted to give back to the community

in a meaningful way,” Amaral says.

“Latinas Unidas is a wonderful

organization that’s making a very powerful

impact on the lives of many women.”

A native of the Azores, Amaral and her

family moved to the United States in 1973.

She received her MBA from Penn State.

Amaral resides in Rochester, NY and

enjoys hiking and traveling with

her husband. PDJ

“ I wanted to give in ameaningful way …”

Celeste Amaral Director, Global Contact Center and Vice President,

Chief Administrative Office, Eastman Kodak Company

For more than 25 years, Geri Thomas has

been a steadfast advocate for diversity

through her various human resources roles

at Bank of America, where she is currently

the Senior Retail Banking Staffing

executive. In fact, she remembers back

30 years when she was crafting the first

written affirmative action policy for

the bank.

“I don’t think I would have in my wildest

imagination dreamed that diversity would

become a critical business initiative for

corporate America the way it has today,”

said Thomas. “It’s refreshing to me in my

human resources role to see the diversity

we are bringing to Bank of America.”

“I hold a firm belief that if our employees

spend all their on-the-job energy and focus

on delivering results, knowing that they are

valued as an individual instead of having to

hide who they are, we will reap huge bene-

fits both in productivity and in associate

satisfaction,” said Thomas.”I’m personally

involved because I believe diversity is the

critical component to our becoming the

world’s most admired company,” she said.

A lifelong resident of Atlanta and graduate

of Georgia State University, Thomas is

deeply involved with her community as

well. She is currently the Vice Chair of the

State of Georgia Personnel Board and also

serves on the faculty of the Georgia

Bankers Association Graduate School at

the University of Georgia. She is also a

member of the board of the Atlanta

Committee for Public Education.

Recognized for her commitment to

diversity and the community, she was the

recipient of the Don Alexander Trailblazer

Award from the National Bankers

Association for support of minority

banking. She was featured in Ebony

Magazine’s “100 of the Most Promising

Black Women in Corporate America” and

was also listed among the Atlanta Business

League’s 2002 “100 Women of Influence.”

She is a member of the Atlanta Urban

Financial Services Coalition, the Atlanta

Urban League, and several other civic and

community organizations.

Geri P. ThomasSenior Vice President, Corporate Diversity ExecutiveBank of America

“… personally involvedbecause I BELIEVE …”

PDJ


Patricia Bomba grew up knowing she

wanted to be a doctor, she says; but in the

small Pennsylvania coal mining town

where she was raised, few went on to

college. “My mother said to me, ‘I can’t

give you tuition, but I can give you

encouragement.’ And it was her support—

and my drive—that got me there,” she says.

Bomba not only achieved her goal, she

became a nationally renowned expert in

geriatrics and end-of-life care. Now

Corporate Medical Director, Geriatrics for

Excellus BlueCross BlueShield, her position

is one that she refers to as her “community

practice.” In this practice, she directs the

Education for Physicians on End-of-life

Care (EPEC) program, a curriculum that

advises doctors on how best to ease the

pain and symptoms of patients with

terminal illnesses. She also serves as

Medical Director of MedAmerica

Insurance Company in Rochester, NY, a

subsidiary of Excellus BlueCross BlueShield

that offers long-term care insurance.

“Pain at the end of life is often

under-treated, especially in the elderly,”

said Bomba. “Helping physicians learn to

effectively and respectfully manage end-of-

life care and pain is a vital part of our

EPEC program.”

Bomba’s early resolve to become a doctor

didn’t include a commitment to serve the

elderly. But at the suggestion of her medical

school professor, she spent four years at

Rochester General Hospital, where she

often served the elderly and the uninsured.

She also worked treating migrant workers

in New York’s rural farm community

of Sodus.

“That experience set the tone for my med-

ical career,” said Bomba. “It left me with a

passionate drive to humanize the care I

deliver, to serve diverse groups of people

and develop systems and programs to meet

their needs.” In 1983, she co-founded a

landmark private medical practice—the

first of its kind in Rochester—that began to

focus on treating elderly people.

“For so long there were cultural and

religious taboos that prevented us from

effectively engaging elderly patients in their

end-of-life care,” said Bomba. “But we have

worked hard to bring aging and end-of-life

care issues out into the open. Patients want

to talk about them—address them on their

own terms and with as much support as

they can get from the medical communi-

“… a passionate drive tohumanize

the care I deliver …”

Patricia Bomba, M.D., F.A.C.P.Corporate Medical Director, Geriatrics Excellus BlueCross BlueShield

With a wide smile and unassuming grace,

Arleas Upton Kea advises women to “be

good to your word, share the challenges

and—just as importantly, the glory—and

take time to celebrate.” No matter how

busy she is, she takes time to celebrate the

hard work and contributions of her staff

and colleagues.

In the same breath, however, she confides

that one of her greatest challenges is

finding balance between her career and

personal life. There is no question that her

candor has a positive impact, as do her

actions, in so many ways. But what her

actions also show is that leadership takes

energy and resilience—and Kea seems to

have an incredible reserve of both.

When Kea was named Director of the

FDIC’s Division of Administration in 1999,

she took over functions ranging from

corporate recruitment, pay, benefits, and

performance review to facilities,

procurement, contract management,

workplace safety, security, training and

career development.

When the FDIC brought the nation

through the banking crisis of the late ‘80s

and early ‘90s, Kea was at the frontlines.

As the crisis subsided, change was the one

constant, as thousands of employees

separated, divisions cut costs, and the

Corporation adjusted to a new reality.

Kea was in the vanguard of those who

transformed the FDIC into a nimble

instrument of bank stability and

transitioned thousands of employees to

new careers. She served as Assistant and

Deputy General Counsel, handling

complex litigation during the banking

crisis. She also served as Ombudsman,

establishing effective liaisons with bankers,

industry representatives, community

groups, and members of the public, and

winning a prestigious Hammer Award for

improving Federal Ombudsman programs.

Understanding that public service shines

more if public servants look like the public

they serve, Kea has been a tireless leader for

diversity at FDIC. She introduced a new,

flexible, cafeteria benefits program, a first

Arleas Upton KeaDirector of the Division of Administration, Federal Deposit Insurance Corporation (FDIC)

“… take time to celebrate …”


Over her 15-year career in human

resources, Deb Elam has made a few

observations about people and work.

“People want to work,” she says. “They like

to work. But more than ever, they see their

lives in dimensions beyond what they do

for a living.”

She has also had the chance to observe

employers. “There is a greater awareness

that good people will produce. It’s not the

structure of the workday or a dress code

that drives results. It’s putting the best

producers in the right places with the

right support, and then giving them

latitude in getting the job done. And in

that latitude—assuming goals are achieved

and the customer is happy—there is room

for leaving a couple hours early to coach a

child’s soccer game.”

Managing and promoting this evolving

change in the balance between work and

life is one of the ways she spends a good

part of her day as Manager,

Global Employer of Choice

Initiatives for General Electric

Company. As a wife and mother

of two young daughters, Elam’s

experience with the importance of balance

is first hand. “GE is a high-demand, high

standards place,” she says. It’s not always

easy. And in some situations—such as

single parenting—it’s especially tough.

Part of managing people today is being

able to understand that struggle, and then

taking real steps to help.”

A native of New Orleans, Elam earned her

BA in Sociology from Louisiana State

University and was on her way to a Master

of Public Administration from Southern

University of Louisiana when she started

her career with GE as a Human Resources

intern. She was picked for the Company’s

prestigious Human Resources Leadership

Program, which started a career climb that

took her through increasingly broad HR

responsibilities. She moved to GE’s

Fairfield, CT headquarters in her current

assignment, running the Employer of

Choice Initiatives, in 2002.

Part of that responsibility means going out

to the communities, working with schools

and other organizations in a position to

provide the kinds of people GE wants. But

she also works from the inside, consulting

with GE’s top management to make sure

the Company has the right awareness,

focus and programs to ensure it is an

employer of choice.

Is that realistic in a time of nomadic

employees who tend to job hop their way

to a career? “Sure it is,” she says. “Some

say employee loyalty is an oxymoron.

It’s not. Not if an employer holds up their

part of the deal—which is to treat

employees fairly, give them opportunities

to grow, recognize their contribution and

show an awareness that they have

responsibilities outside the company. It’s

just like any other economic transaction.

Good people are consumers of

employment. To get outstanding

performance, loyalty, commitment and

the other things you want, you have

to satisfy the consumer. That’s really

what being an employer of choice

is all about.”

“ … BEYOND what we do for a living …”

Deborah ElamManager, Global

Employer of Choice InitiativesGeneral Electric

PDJ

ty.”Bomba joined Excellus BlueCross

BlueShield in 2000. She had been involved

with the corporation since joining its board

of directors in 1987. When she was named

Chair of the Board in 1996, she was the first

physician and the second woman in the

organization’s history to hold that title.

“It would have been very hard to come into

this position without my experience on the

board of directors,” said Bomba. “Having

solid knowledge of the strategic goals of

this corporation and first-hand experience

building the systems to reach those goals

has demonstrated to me that we can

make a difference—not alone, but as part

of a community.”

in the federal government, to give FDIC

employees greater choice in benefits;

enhanced recruiting and workplace

programs; and created new developmental

opportunities to meet agency diversity goals.

Kea received her degree from the University

of Texas Law School, and completed the

Program of Instruction for Lawyers at

Harvard School of Law. A native of a

small German community in south central

Texas, she now resides in Silver Spring,

Maryland with her husband and their

two children. PDJ

PDJ

Beverly Ramsey, division leader for the

Risk Reduction and Environmental

Stewardship Division at the U.S.

Department of Energy’s Los Alamos

National Laboratory in Northern New

Mexico, walks in two worlds. As a member

of the Eastern Band of the Cherokee

Nation, her traditional upbringing

included a focus on interrelationships and

a sense of community. As a senior manager

at the nation’s premier nuclear weapons

institution, Ramsey also relies on the highly

technical training she received on her way

to earning a PhD in systems ecology, and

on her extensive background working in

nuclear facilities, both private and public.

Ramsey balances the values from both

worlds and has found in Los Alamos a

compelling focus for their integration.

Most important to her is the ability of

the Laboratory to make a positive

difference in a community as diverse as

its 12,000 workers.

Located 90 miles north of Albuquerque,

Los Alamos is a beacon of technology in

the middle of an area largely devoted to

agriculture and ranching. The Laboratory

sits high above the Rio Grande valley in an

area that is home to three cultures—Native

American, Hispanic and Anglo. The

Laboratory’s operations also require a

unique balance between technological

progress and the need to minimize current

environmental impacts on natural and

cultural resources; between the need to

assure the nation’s nuclear capability and

the need to repair the damage caused by

more than 50 years of nuclear research on

the site.

According to colleagues, everything in

Ramsey’s life happens within the context of

Ginger ParysekSenior Vice President, Corporate Human Resources

The Lifetime Healthcare Companies

“I like to think that I’m just determined,”

says Ginger Parysek, senior vice president

of corporate human resources for The

Lifetime Healthcare Companies. “I know I

have a strong work ethic and integrity. I

know I’m not afraid of stretching to try

more, pursue more and achieve more.”

Parysek describes this determination as a

product of her upbringing. She grew up in

a rural community in Western New York—

one of four children of blue-collar parents.

Small-town traditional values gave her the

determination to be successful, she says,

and inspired the ethics and integrity

this true leader possesses. Yet Parysek’s

traditional roots yielded to a less

conventional path; she went straight into

the workforce after high school and, eight

years later, began college and a learning

process that has since spanned her career.

In 1980, Parysek was working for a

retailing company and completing college

when a leadership position in human

resources became vacant.

“I went to the president and told him I

wanted the job—and really thought I

could do the job—even though I had

limited human resources experience,”

said Parysek. “He said ‘I’ll try you out,

but to keep the job, you’ll have to earn it.’

And I did. I became a part of senior

management so early in my career simply

because I had the confidence to ask for the

job. I kept it because I proved to my boss

that I had the drive, ability and skills

needed to learn and to lead.”

And lead she has. Parysek now leads the

81-member Human Resources

Department of The Lifetime Healthcare

Companies, and has been instrumental in

ensuring that human resources has a seat

—and a role—at the leadership table.

Her human resources strategy is focused

at meeting the needs of the business.

She’s also made a personal and

professional commitment, shared by the

organization, to recruit and retain a

workforce that reflects the customers and

communities it serves.

“We have a mosaic workforce and we

appreciate the tremendous value diversity

adds to our organization,” says Parysek.

“This diversity enables us to better serve

our communities.

“In human resources, you’re in a unique

position to open doors for people.

Throughout my career, I’ve been able to

cultivate diversity in the workplace, recruit

women and people of a multitude of

cultures and experiences, and create

opportunities for many employees.

How many people can impact a

corporation in that way?

“My role is to plan effectively, listen

carefully and remove barriers so

employees can deliver leading edge

healthcare service,” said Parysek. “The

human resources function has little value

if it’s just transactional. My role is that

of a strategic partner positioning my

company, our staff—and ultimately our

customers—for success.”

““…… aa uunniiqquuee ppoossiittiioonn ttooooppeenn ddoooorrss ffoorr ppeeooppllee ……””

PDJ


“… see things as though

the larger community. It is within

this larger context of Los Alamos

that Ramsey seeks to integrate the

activities of her organization to

ensure the protection of the

environment in the midst of the

laboratory’s operations; to use the area’s

need for environmental services to

promote economic development; and to

leverage the laboratory’s scientific and

technical base to strengthen nearby

educational systems. She is committed to

making a positive impact because she feels

a responsibility to share what she has

learned from both her worlds. The author

of numerous published peer-reviewed

papers, Ramsey received her master’s and

doctoral degrees in ecosystems analysis

from the University of Tennessee in

Knoxville in 1971 and 1973, respectively.

Ramsey is a dynamic leader who feels at

ease in the middle of often conflicting

requirements and expectations from the

Laboratory, the numerous agencies that

regulate the institution, a frequently

disconnected customer base, and

members of the local and regional cities

and pueblos. She describes her vision as

though it has already been accomplished,

thus allowing her colleagues to step into

the openings she has created. According

to those who know her, Ramsey is all

about possibility—for the individual, for

the organization she leads and for the

wider community she embraces.

For over 25 years, Sylvia Horne Plunkett’s

commitment to excellence and willingness

to help others has made an impact on the

workforce at the Federal Deposit Insurance

Corporation (FDIC). She began her career

as a Bank Examiner Trainee; now, as

Deputy Regional Director, she is often

called on by others in the workplace

for executive interviews, shadowing

opportunities, and meetings to discuss

career development. She teaches banking

courses within the FDIC as well as within

the community, and is a frequent speaker

at conferences, banking schools and other

professional venues.

One of her proudest accomplishments is

the FDIC Mentoring Program, which she

helped to develop and implement in 1999.

Plunkett makes a unique mentor, a role she

has taken on each year, as each of her

mentorees has worked in different

departments located in geographic

locations throughout the FDIC. While

it is widely believed that meaningful long-

distance mentoring partnerships—where

meetings are primarily by phone—can’t

succeed, all of her

partnerships have

flourished and even

provided some best

practices for making long distance

partnerships work.

“I believe that, as executives, we have

a responsibility to help younger

professionals maximize their potential

which will result in enhanced contributions

to corporation,” says Plunkett. “Most

people know what they want to do and

how to do it, but what’s lacking is the

discipline to plan, organize and accomplish

their goals. In a mentoring partnership,

my role is to help my partner develop those

goals, and to provide the motivation and

encouragement that will keep them going

until the goal is accomplished.

“It is amazing how much my partners

have accomplished at the end of the year.

I always remind them that they

accomplished the goals, not me.”

Plunkett has always been very active in her

local church, and has served in many roles

within its organization. She is a member of

the NAACP, Jack and Jill of America, Inc.

and a very active member of her local PTA.

Plunkett is a graduate of Mississippi State

University with a Bachelor of Science

degree in business. She is also a graduate

of The School for Bank Administration at

the University of Wisconsin in Madison.

She and her husband, Eric, have one

daughter, Alice.

“… MY GOAL is to provide motivation and

encouragement …”

PDJ

Beverly RamseyDivision Leader, Risk Reduction &

Environmental Stewardship DivisionLos Alamos National Laboratory

they have already been accomplished …”


Sylvia H. PlunkettDeputy Regional Director (Compliance), Dallas Region

Division of Supervision and Consumer Protection Federal Deposit Insurance Corporation (FDIC)

PDJ


In a year that proved exceptionally difficultfor raising funds, Jackie Martin was on thefrontline sharing United Way’s story andenlisting people to give from their hearts.

President of United Way of the Texas Gulf Coast, Martin is an exceptionalbusiness leader who communicatesthe community’s greatest needs to awide variety of audiences—fromvolunteers, to corporate donors, tocommunity leaders, to agencies providingservices. As a result of her leadership,United Way raised $68.5 million for criticalsocial services in the Houston area.

A sixth generation Texan, Martin has alegacy of leadership in Houston’s socialservices community. She earned her undergraduate and graduate degrees inSociology from Texas Southern Universityand has more than 25 years of experiencein the human services field.

Prior to taking the helm of United Way,Martin served as executive director of theHouston-area San Jacinto Girl ScoutCouncil. She currently serves on the Boardof the American Leadership Forum, as amember of the Greater HoustonPartnership Executive Committee andBoard and chairs the Partnership’sExecutive Women Partnership Committee.

Martin also serves on the Board of Centerfor Houston’s Future, the Houston BetterBusiness Bureau, the Catholic EndowmentBoard and the Women’s Advisory Board ofVinson & Elkins.

Since coming to United Way, Martin hasbeen instrumental in streamlining theorganization. “We’re in the business of caring, but we are a business and we haveto run like a business,” she says. Under herleadership, United Way has driven down itsadministrative costs to under 12 percent.

Externally, Martin is the face of UnitedWay. Last year, she granted approximately150 media interviews and spoke to morethan 150 different groups. With no prepared text, Martin shares with potentialdonors the human services needs of thenation’s fourth-largest city. She tells herown personal story as a newly-divorced,unemployed mother who utilized UnitedWay-supported services to help get back onher feet. She also talks about visiting thehomes of Tropical Storm Allison victims ora local daycare center that is providingquality childcare.

Last year, when it was obvious a falteringeconomy and corporate cutbacks were negatively impacting the campaign, Martinworked with the campaign chairman, publisher of the Houston Chronicle, todevelop a series of newsletters thatappeared in the Sunday edition. When theColumbia tragedy struck in February,United Way quickly marshaled resources in the Clear Lake area to help people get critical counseling services to deal with the loss.

Martin says, “I don’t write speeches. I tellpeople what I see, and I connect themthrough that. I’m not articulate enough tolie. Especially when running a nonprofit,you have to operate in the truth modebecause somebody’s going to come in andlook (at the books).”

Jackie MartinPresident, United Way of the Texas Gulf Coast

““II TTEELLLL PPEEOOPPLLEE WWHHAATT II SSEEEE ……””

One of only two female senior vice

presidents of Eastman Kodak Company,

Karen Smith-Pilkington is passionate about

helping other women at all levels find

success at her organization. “Karen

provides an environment among her

leadership team that, while demanding

from a performance point of view, is very

inclusive,” says one senior executive of her

work. “She creates an environment in

which employees can thrive.”

Smith-Pilkington has found Eastman

Kodak to be the ideal place to promote

women’s success. She has herself had the

opportunity to lead—and grow—in a wide

variety of managerial positions in

Marketing and Human Resources.

Prior to her current position, Smith-

Pilkington served as President, Kodak

Professional and Senior Vice President,

Eastman Kodak Company, driving growth

in one of Eastman Kodak’s most mature

businesses by leveraging marketing

capabilities, operational efficiencies and

enhanced customer care. Smith-Pilkington

currently leads the merger of Kodak’s

Consumer Imaging with the Kodak

Professional businesses, changing its core

business capabilities, business model, and

operational execution. This combined

business represents Eastman Kodak’s

largest business with revenues exceeding

$7 billion.

Outspoken and energetic, this 46-year-old

mother of two actively works to influence

academic institutions, their strategies,

curriculum and policies regarding the

development and opportunities for women

and girls. She serves on the University

Karen A. Smith-PilkingtonSenior Vice President, Eastman Kodak Company

PDJ

Council, State University of New York, the

Cornell University Presidents’ Council on

Women, and on the Advisory Council,

William E. Simon School of Graduate

Business Administration, University of

Rochester. She has also served as

Chairperson of Teenage Parent Support

Systems, and as Chairperson of the

Women’s Foundation of the Genesee

Valley, an organization committed to

“funding social change through enabling

the economic self-sufficiency of women

and girls.”

“I strongly believe that two keys for a solid

future are a woman’s control over her

economic independence

and her reproductive

choices,” says Smith-

Pilkington. “If a woman

has control over these things, then she can

have control over where her life is going.”

Smith-Pilkington holds a BA in Political

Science (Summa Cum Laude) from State

University of New York at Geneseo; a

Master of Industrial and Labor Relations

from Cornell University; and a Master

of Business Administration from the

William E. Simon School of Graduate

Business Administration at the University

of Rochester. She was recently awarded the

United Nations International Photographic

Council Award, the Professional

Achievement Award from State University

of New York at Geneseo, and was named by

the Rochester Business Journal as one of its

Twenty Most Influential Women for 2003.

Today, you might find Maria Degois-Sainz at Guidant’s

Indianapolis world headquarters, fulfilling her role on the Guidant

Management Committee as one of 15 senior level company

leaders. Next Monday, she’ll be back in her Santa Clara office,

presiding over the company’s Cardiac Surgery unit.

Degois-Sainz’s responsibilities are diverse and varied, but she’s

always on course. She is an exceptionally inspiring leader,

speaking impeccable English through her rich and engaging native

Spanish accent. She joined Guidant in 1989 and, over the

following decade, earned a succession of promotions across

Guidant European operations. She and her family relocated to

Northern California with Guidant almost three years ago. Last

August, she accepted the role of president, Guidant Cardiac

Surgery, a fast-paced, 300 individual, $100+M unit.

Degois-Sainz positively impacts tens of thousands of women—and

men—by chairing Guidant’s GROW initiative. GROW focuses on

three areas: professional development, patient education and

partnership with clinicians. GROW strengthens Guidant

employee-owners by developing professional relationships and

providing career development resources. It creates awareness in

women around the globe of their own cardiovascular risk factors

and treatment options through education. And it fortifies efforts

in women’s cardiovascular health advocacy by partnering with

physicians and health organizations to dispel the myth that heart

disease is mostly a man’s health risk. To that end, she regularly

speaks to various community and professional groups about the

risk factors and symp-

toms of heart disease.

Degois-Sainz was born

in Madrid, Spain; her

father died when she

was 12, leaving her a

legacy of independence

and a powerful drive for

self-reliance.

“I worked earlier than

my peers,” Degois-Sainz

said. “Since I was good with languages, I could earn money after

school by going to neighborhood households to teach English to

the children.” Her penchant for English enabled her to put herself

through college by running a language school. She decided to

pursue graduate school in the United States, a radical departure

from her Spanish role models at the time, when women were

expected to marry young, become mothers and mostly work at

home. She took a different road, but adheres to the beliefs her

mother taught her—integrity, tolerance and balance.

“I believe that women are our Number One minority and, for us,

no one size fits all,” she said. “Through GROW, Guidant women

are fighting for understanding and acceptance that there are

different models and paths to success. We are working together

toward a more adaptable, tolerant, flexible and inclusive company.”


“… for women, no one size fits all …”

Maria Degois-SainzPresident, Cardiac Surgery, Guidant Corporation

PDJ

“… A WOMAN CAN HAVECONTROL OVER WHERE HER

LIFE IS GOING …” PDJ


“... encouragingothers to leverage

opportunities ...”

“... encouragingothers to leverage

opportunities ...”

Dell’s Yolanda Conyersand her son, Cameron.


By the time Yolanda Conyers finishes an

average day as director of the Global

Diversity team at Dell Inc., she may have

put the finishing touches on a new multi-

cultural program, counseled a colleague,

helped refine a program that teaches

computer skills to at-risk youth and

lunched with a prominent minority leader.

All in a day’s work for someone who

started at 6:30 a.m. and headed home just

before 4:00 p.m. for quality time with her

4-year-old son, Cameron.

“I’m an early riser,” says Conyers, “and so

I’ve created my own flexible work schedule

to meet the demands of being both a

mother and career woman. I encourage

others to leverage opportunities within

their own companies for flexible schedules

or compressed work weeks.”

In her 12 years at Dell, that’s been the drill

for Conyers, whose work, counsel and

example are a portrait of a quickly rising

executive who’s determined to make her

organization—and her world—a better

place. Her impact is evident from her

service with national organizations, such as

Technology Workforce Partners and the

Conference Board, but it shows up in less

obvious ways, too. She’s been known to

urge others to base career decisions on

what’s best for themselves and their family,

instead of money or promotions. She is a

role model for successful women trying to

balance work and family commitments,

mentoring them with the kind of positive

attitude, patience and insight that help

them realize their potential.

Conyers joined Dell in 1991 as an entry-

level software test engineer, the company’s

first African-American female engineer.

She went on to earn her MBA in

international business while on the job.

Today, as director of global diversity,

Conyers develops Dell’s workforce and

marketplace diversity initiatives with

outreach, education, communications, and

retention and recruiting programs. She has

been the driving force behind Dell’s online

diversity training program; promoted a

formal VP Mentor/Mentee program; and

launched a groundbreaking work/life

effectiveness program, enabling flexibility

to help employees achieve professional

goals and optimize their lives outside work.

Conyers has received the Special

Achievement Award from the Women of

Color Technology Awards, the Outstanding

Texan Award from the Legislative Black

Caucus and the YWCA Women in

Technology and Science Award.

Yolanda ConyersDirector of Global Diversity, Dell Inc.

PDJ

Named as one of the 50 Key Women in Energy in 2002,

Brenda Fraser Castonguay, senior vice president of administrative

services at Progress Energy, continues to break barriers in a

male-dominated industry. She has excelled at blending her

understanding of the intricacies of the technical side of a utility

with a skillful ability to manage the human resources needed to

build a strong business.

Described as teacher, mentor and leader, especially among the

women in her field, Castonguay is masterful at teaching others to

“swim against the tide,” she says.

“I have always felt the need to exceed expectations and to

perform at a high level in everything I do just to be considered

an equal among my peers,” said Castonguay. “I am proud that I

have been given the responsibility to help change the culture of

the companies with which I have worked and pave the way for

other women.”

And pave she has.

Castonguay was the first

female manager at the

Maine Yankee Nuclear

Plant and is one of the

two highest-ranking

women on Progress

Energy’s executive team. More than 1,300 employees in Human

Resources, IT/Telecom, Real Estate, Corporate Services, and

Corporate Security report to Castonguay, but her leadership has

a direct impact on each of the more than 15,000 employees of

Progress Energy.

Castonguay has been a catalyst in the company’s diversity

initiative and led the cultural integration during its recent

merger. Yet she finds the time to focus much of her energy on

helping employees develop and succeed in their own “swim

against the tide.”

Brenda Fraser CastonguaySenior Vice President of Administrative Services, Progress Energy

“… just to be considered anequal among my peers …”

PDJ

SONNENSCHEIN NATH & ROSENTHAL® LLP 700 LAWYERS AND OTHER PROFESSIONALS IN: WASHINGTON, DC • CHICAGO • KANSAS CITY • LOS ANGELES • NEW YORK • ST LOUIS

SAN FRANCISCO • SHORT HILLS, NJ • WEST PALM BEACH MEMBER LEX MUNDI: THE WORLDWIDE ASSOCIATION OF LEADING LAW FIRMS


Diversity goes beyond compliance and a

commitment to social responsibility.

The 2000 Census confirms what was

reported in 1990. Soon, more than

51 percent of America's work force will

consist of women, African Americans,

Asian-Pacific Americans, Hispanic

Americans and individuals of other

non-traditional origins. The successful

company will adjust to this more global

marketplace with significant changes to its

corporate culture, business-to-business

relationships, and how it markets its prod-

ucts and services to consumers. To put it

simply, diversity is about good business.

Sonnenschein's Corporate Diversity

lawyers collaborate with their clients to

develop comprehensive diversity action

plans that address issues of concern to

senior management. We also advise CEOs,

general counsels, and other senior

executives when they are confronted with

a diversity crisis, such as an employment

discrimination class action lawsuit, or

when attempting to avoid such actions.

Our lawyers assess the legal and business

risks of an actual or potential conflict by

conducting confidential analyses of legal

vulnerabilities, as well as diversity

performance and image.

When our clients partner with

Sonnenschein, they have assurance we

bring a unique perspective to problem-

solving at every level. We are proud of the

fact that we can provide our clients with a

distinct advantage from the very outset of

any case. Together with our clients, we take

a targeted approach to legal issues, based

upon our extensive background and

experience. Always striving to be part of

the solution, the end result often is the

most expeditious and economic resolution

possible. And when litigation arises, our

clients have the comfort of knowing their

lawyers are skilled courtroom practitioners

with a superior track record in trial.

To meet corporate demands in response

to the changing global marketplace, the

Sonnenschein team utilizes a variety of

in-house resources from several of our

practice groups, including: Public Law &

Policy Strategies, Labor and Employment,

Government Contracts, and Corporate.

Shaping Public PerceptionThe Public Law & Policy Strategies Group

helps companies, associations, nonprofits,

and coalitions craft and execute long-term

strategies that sustain and enhance their

reputations with key stakeholders and

the general public. We are attuned to

diversity issues and assist our clients in

representation before governmental entities

at the federal, state, and local levels.

Working with our clients' senior executives,

and in collaboration with clients'

consultants and professional advisors, we

design public affairs strategies to ensure key

messages are understood.

Our team manages corporate controversies

and crises and responds to litigation and

enforcement actions to shape public

perception of policy solutions. We assist

staff and volunteer leaders at nonprofits

and associations. Sonnenschein promptly

takes control of sensitive situations and

implements critical action plans to preserve

corporate image, industry position,

constituent and donor bases.

Although many companies create powerful

business alliances, our Public Law & Policy

Strategies Group can further these

strengths by identifying political allies,

public affairs partnerships, advisory board

members, and "strategic philanthropy"

alignments that enhance corporate image

Women of Initiative

Sonnenschein Nath & Rosenthal LLP

SONNENSCHEIN MAKES DIVERSITY AMAJOR INITIATIVE

iinnssiiddeeaanndd oouutt

“We help our clientstackle the toughestdiversity problems andfind solutions that arecritical to theirbusiness success.”

Amanda EnayatiOf Counsel, Corporate

Diversity Counseling Group, PublicLaw & Policy Strategies

“Promoting a diverseworkplace is not

only the right thing—it is a business imperative.”

Singleton McAllisterChair,

Corporate DiversityCounseling Group; Partner, Public Law& Policy Strategies

“Women atSonnenschein have

critical roles in leadership at all

levels of the firm.”

Elizabeth Ferrell, PartnerCorporate Diversity CounselingGroup, Government Contracts,Public Law & Policy Strategies

and success. We understand how to craft

diversity initiatives, maximize corporate

donation strategies, and build industry

campaigns that achieve these results.

We combine policy, political, financial, and

strategic due diligence to create unique

prospects for multinational entities and

start-ups alike. Whether at the federal level

or in the community, our lawyers and

professionals have the contacts, judgment,

and experience necessary to identify

winning public-private partnerships for

our clients.

Labor, Employment and AdvancementOur lawyers have successfully handled

a variety of diversity-related litigation

matters, including some that have achieved

landmark status. Our clients turn to us for

sound, practical counsel in dealing with all

matters concerning the employment

relationship, including successful litigation

and state and federal court cases. We

appear before administrative agencies,

and provide daily business-focused

advice in handling problems arising in

the workplace.

Our capabilities and experience include:

• Defending clients at all stages, including

trial, before state and federal courts and

administrative agencies in individual,

multi-plaintiff and class action

discrimination cases, focusing on 1991

workplace harassment and other claims

arising under Title VII, the Age

Discrimination in Employment Act,

the Americans With Disabilities Act, and

corresponding state fair employment

practice laws and regulations.

• Litigation and trial of employment-

related claims, ranging from wrongful

discharge matters and related

"employment torts" such as defamation

and tortious interference claims, to suits

alleging breaches of express or implied

employment contracts and actions

involving the enforceability of, and

challenges to, restrictive covenants,

such as non-competition and

confidentiality agreements.

• Counseling clients regarding the practical

impact of governmental requirements

relating to diversity, and assisting in the

development and implementation of

programs that will avoid liability.

• Conducting audits of employment

policies and practices to ensure

compliance and to provide suggestions

for minimizing liability.

• Assisting government contractor clients

with regard to their affirmative action

obligations enforced by the Office of

Federal Contracting Compliance

Programs (OFCCP)

• Training—corporate diversity,

discrimination management skills,

workplace harassment and

discrimination issues.

Government ContractsOur national practice encompasses

counseling and litigation related to all

aspects of government contracting,

including government preferences for

small, disadvantaged, and women-owned

businesses, workforce diversity

requirements, subcontractor and supplier

diversity plans, contractor certifications and

reporting requirements, False Claims Act

investigations, performance disputes,

disputes between prime and subcontractors,

and contract award controversies and bid

protests. We represent clients in all forums

relevant to government contractors,

including federal courts, agency boards of

contract appeals, the GAO and state courts

and administrative boards.

Business TransactionsSonnenschein's Corporate lawyers act as

general counsel to major clients in the

broadcasting, manufacturing, technology,

e-commerce, food processing, health care,

and trade association industries. As such,

our clients’ top-level executives consult our

lawyers regularly on a full range of issues

arising from their business operations.

From strategic board-level decisions to

day-to-day operational issues, these lawyers

are the primary legal advisors assisting

management in evaluating issues and

formulating response strategies. Our

attorneys play a significant role in the

corporate structuring, financing,

day-to-day business activities, and major

transactional needs of these entities.


“We collaborate withour clients to developcomprehensive diversity actionplans—thus maximizing theirbusiness potential.”

Lisa Pandohie-Johnson, AssociateCorporate Diversity Counseling Group,

Intellectual Property & Technology, Litigation & Business Regulation

“Diversity isSonnenschein’s mostimportant strategicgoal—it is the cornerstone of ourfirm’s mission.”

Amy Bess, PartnerCorporate DiversityCounseling Group, Labor &Employment

PDJ

“Sonnenschein is anenvironment in whichwomen and people of color can flourishand succeed withoutgender and race barriers.”

Amy Liu, AssociateCorporate Diversity Counseling Group; Antitrust,Franchising & Distribution

Sonnenschein’s Women of Distinction


Trained as a certified public accountant,

Barbara (“Bobby”) Kipp had worked at a

second tier accounting firm for 10 years

before joining PricewaterhouseCoopers in

1991. She became a partner in 1994, and

took on the role of PwC’s Director of

Ethics & Business Conduct in 1996. Her

appointment soon transitioned into a full-

time ethics role: now Global Leader of

Ethics & Business Conduct, PwC has

expanded Kipp’s U.S. responsibility

beyond the ethics program to include

the firm’s compliance oversight and

privacy programs.

“Currently, PricewaterhouseCoopers is the

only Big Four firm with a comprehensive

ethics program,” says Kipp. Kipp has made

a name for PwC—and herself—in the

world of ethics. PricewaterhouseCoopers

was the recipient of the 1998 American

Business Ethics Award. “In a short period

of time, PwC has garnered a lot of respect

for what we do and how we do it,” she says.

Kipp serves on the Board of Directors of

the Ethics Officer Association and the

Ethics Resource Center, is a member of the

New England Ethics Forum, and is a

Kallman Executive Fellow of Bentley

College Center for Business Ethics.

She is a graduate of the FBI Citizens’

Academy, member of the board of the

Boston Center for the Arts and the

Accounting Advisory Council of University

of Massachusetts, and actively involved in

community arts, educational and athletic

program activities.

Kipp admits her high energy and sense of

humor equip her to address the challenges

of her role. Ethics officers must deal with

conflicting goals and values, and often

must mediate difficult situations. Hers is a

travel-intensive job, as well, that often takes

her overseas for long periods of time. But it

also affords her some flexibility. She has a

supportive husband and family, which

makes the balancing act work.

Kipp also achieves life balance through

playing chamber music. “Music has always

been an important part of my life balance.

Playing the oboe and English horn in

musical groups has allowed me—or forced

me—not to let work take over my life.

Whether you’re in a quintet or a family, the

other players count on you. It’s not just a

commitment to yourself. If you don’t show

up, you’ve let the others down, too,” she

says. Kipp is currently playing in an

orchestra where she keeps a regular

commitment to rehearsals and concerts to

the extent possible.

Before earning her Bachelor of Business

Administration from the University of

Massachusetts at Amherst in 1981, Kipp

considered playing music for a living. She’s

never lost her love of music even as her life

took other turns. Today she finds a “level of

playing music in chamber groups that

doesn’t equal anything in other parts of

life.” Playing music, she adds, is “a gift

you always have.”

Barbara KippPartner, Global Leader of Ethics & Business Conduct,and U.S. Chief Privacy Officer, PricewaterhouseCoopers

Alison Anthony is the newly named

Manager of Diversity at Williams. A

strong human resources professional,

Alison brings to the role experience in

Staffing, Marketing, Organizational

Development, Leadership Development,

and Learning Design and Facilitation.

Most recently, she served as a Strategic

Human Resources Business Partner.

“I have accepted this role with a deep

sense of responsibility,” says Anthony.

“Promoting respect for everyone in

the workplace is a priority for Williams

and is a cornerstone for a high-

performing workforce.”

One of Anthony’s most recognized

contributions to diversity and business is

her work as founder and chair of the

Williams Women’s Networking Circle, the

most successful business resource group at

Williams to date. Through her leadership

and ability to encourage collaboration, the

group has sponsored learning initiatives

on topics such as Mentoring, Career

Planning, Increasing Business Acumen,

and Work/Life Balance.

Alison AnthonyManager of Diversity, Williams

“ … Whether you’re ina quintet or a family,

the other players counton you . . .”

PDJ


Fostering and growing diversity is not a

special project to Jane Wildman, but a

business driver. In fact, it’s probably no

small coincidence that results for

Wildman’s Global Baby Care Wipes

business have set all-time records during

the past year, achieving global record

high shares.

“When you get the people

right, you’re already ahead of the game,”

says Wildman. “Tapping the unique

strengths of each individual is

fundamental, whether it is a team of two,

or 200,” says Wildman, whose business

team today includes more than 175 people

from every region of the world.

Wildman’s lead team includes the most

diverse representation of any team in her

business unit, and she believes her diverse

team and strong business results go hand-

in-hand. “When you leverage the strengths

of a diverse group of people, you simply get

better results,” explains Wildman.

Wildman’s greatest source of pride in her

work is the promotion and recognition of

her diverse team. This involves creating

and supporting an environment where her

people are recognized and rewarded based

on their contributions. Within her

organization you’ll find a steady stream

of promotions and internal, as well as

external, recognition. She is a leader of

Baby Care’s Inclusion of Women Task

Force, Virtual Global Women’s Network,

North America Baby Care Women’s

Network, and a sponsor for the Inclusion

Leadership Team and Global Mentor

Up Program.

Beyond P&G,Wildman also chairs the

board of the Deloitte & Touche Women’s

Initiative External Advisory Board, created

to help develop women in careers at

Deloitte & Touche and connecting women

leaders at Procter & Gamble and Deloitte &

Touche in the Cincinnati area. Wildman is

also a member of the United Way Alexis de

Tocqueville Society, supporting the

Cincinnati community.

She has served on the Advisory Board for

the National Council of Child Abuse

Conference, and for more than six years

has been a Board Member for ProKids, a

Cincinnati-based court appointed special

advocate group for neglected and abused

children. Wildman’s involvement with

children—her own and those that she

serves as advocate for—has increased her

ability to understand and meet the needs of

her customers and consumers in a way that

has driven outstanding Baby Care

business results.

No matter what project she tackles, she

does so with unmatched enthusiasm and

energy.Wildman is driven to improve the

world she lives and works in, and her

“action” list makes it clear she’s not waiting

for tomorrow, or for someone else, to

make it happen.

Jane WildmanVice President

Global Baby Care Pampers Franchise/Wipes/NewBusiness Development/Developing Markets

Procter & Gamble Baby Care

“We’ve provided various approaches—

small affinity groups, brown bag lunches,

online meetings, and programs led by both

expert speakers and volunteers from across

the organization—to attract a diverse

audience across the organization with a

recognized focus on women,” says Anthony.

“A group of Williams’ executives and I have

worked with Catalyst, attended its events,

and attended the Linkage Women’s

Summit as well. We’ve used resources from

these events, as well as ongoing research, to

growWilliams’ efforts.”

Anthony is the mother of five and

balances an exceptionally active work life

with an equally active family life

punctuated with soccer, baseball, and

football games. She is also involved with

the Native American Community and

frequently attends powwows where her

husband serves in the role of emcee or

traditional drum singer.

“I believe in the priorities management

approach,” she says of her life and the

work/life management philosophy that

she teaches in many workshops.

Anthony serves on National Board of

Directors for the Alumni Association of

Oklahoma State University. She works

extensively in the Tulsa community,

serving on several local boards, including

the Margaret Hudson Program School for

Pregnant and Parenting Teens, PFLAG,

and the Education Committee for the

Tulsa Chamber. At the state level,

Anthony is a member of the Oklahoma

Business and Education Coalition. Her

contribution to these organizations has

an overwhelming impact on Tulsa—

and Williams.

PDJ

“When you get the peopleright, you’re already ahead of the game.”

“... I believe in the priorities management approach ...”

PDJ


Jean ThomasSenior Vice President, Brand StrategyCendant Corporation Hotel Group

During working hours, Jean Thomas serves as Senior Vice

President of Brand Strategy for Cendant Corporation’s nine-

brand Hotel Group. After hours, she is one of her community’s

advocates for victims of domestic violence and their families.

“Helping victims of domestic violence get back on their feet

begins with providing a safe place away from an abuser,” says

Thomas. “To make a really tangible difference, however, they

need counseling and training programs to help them begin a

new life.”

Thomas feels strongly about being connected to the community

and, while a member (and later President) of the Junior League’s

Morristown Chapter, helped families through programs with the

Child Advocacy Center, a bone marrow donation program and

Christmas in April. Most recently, she took on the presidency of

the Jersey Battered Women’s Service Board, an organization that

provides victims of domestic violence with a 24-hour crisis

hotline, a transitional living facility, legal advocacy and

educational programs.

Thomas earned her MBA from UCLA’s Graduate School of

Management and worked with PepsiCo, Nabisco and Kraft

Foods, where she

developed her love

for brand building

and new product

launches. In the

fifteen months that

Thomas has been

with Cendant, she

has made significant

changes and has

adopted a strategic

focus on how

the company approaches its business and uses in-depth

competitive analysis to achieve a vision of where each hotel

brand should be. She also has augmented the use of research

data to better understand consumers and develop a unique

positioning for each chain; has brought aboard new agencies and

brand marketing directors; and has instituted training for every

member of the marketing department.

“To elevate the level of a marketing organization, one must

elevate the skill level of every individual team member. This can

be achieved through a combination of hiring extremely bright,

motivated professionals and by delivering skill-based training

that allows employees to gain a broad range of experiences.”

“… one mustELEVATE the SKILL level of every

individual TEAM member …”

PDJ

Kimpa MossExecutive Vice President, Tax Services

RSM McGladrey, Inc.Since Kimpa Moss joined RSM

McGladrey, Inc. in 1986, she has enjoyed

one professional success after another.

Executive Vice President of the Tax

Services division, she started as a Tax

Specialist, working largely with financial

service clients. She quickly became well

known within the Firm—and sought after

by clients—by helping business clients

understand how to make complicated tax

laws work to their benefit. Moss attained

partnership in 1998 and, three years later,

was named Vice President.

One of the Firm’s most highly regarded

experts, Moss guest lectures at bankers’

association meetings and authors articles

for national financial publications. She has

also been a favorite speaker of the Firm’s

conferences, speaking on topics ranging

from the application of highly technical

tax rules to the best practices to provide

career development for employees.

Throughout her career, Moss has nudged

and encouraged many emerging female

leaders. In fact, many of RSM McGladrey’s

female tax partners have her to thank for

helping them achieve that pinnacle of

success. She has been a member of the

Firm’s Women’s Initiative Steering

Committee for the past three years, and

“... integrity, high energy,a positive attitude, anda commitment tocontinuous improvement ...”


fully participates in programs to enhance

the career development paths of women

in the organization.

“I realized early in my career how

difficult it is for women to advance in

the accounting and financial services

profession,” says Moss. “That’s because

just as many women start to achieve

professional success, many find it difficult

to balance the demands of work and

home life and leave the profession.” Moss

has actively promoted flexible work

arrangements, which have kept many

top performers in the Firm. She, herself,

used a flexible work arrangement 14 years

ago when she was pregnant with her

second child.

“The foundation for success is integrity,

high energy, a positive attitude, and a

commitment to continuous

improvement—in ourselves, our people

and the Firm,” says Moss. She believes

in valuing the unique strengths that

individuals bring to the Firm. Since taking

responsibility for the tax practice, she has

added professionals from throughout the

industry and brought back some of the

Firm’s alumni to keep it on the leading

edge of client services.

Apart from her duties at the Firm, this

wife and mother of three freely gives of

her time and talents in the community.

Once a week, Moss serves as a Junior

Achievement business consultant at a local

elementary school, helping students better

understand how business works. She is a

charter member of the Women’s

Leadership League in Minneapolis, a

group that provides mentoring and

networking relationships for women in

business, and leads a thriving church

ministry program. PDJ

Lili ZhengInternational Tax Partner, Deloitte & Touche LLP

When Lili Zheng, an international tax

partner in Deloitte’s San Jose office, and

her family of five arrived from China in

1982, they only knew their native tongue

and had only $1,500 in their pockets.

“My family was well-to-do in China. Life in

the states was very difficult for my

siblings, my parents, and me,” says Zheng.

“We moved from a home with many

rooms in China to a one bedroom

apartment and worked many jobs

to survive.”

Born in Guangzhou, Zheng’s new

environment presented many challenges to

her, but it did not stop her from pushing

forward. “I think these challenges helped

focus me, so that I can overcome obstacles

that may be in my path,” says Zheng.

Within her first year in the states, Zheng

had learned English and had been accepted

into the University of California’s Berkeley

School of Business; she held down three

jobs to support herself through school.

“While many Chinese choose to study in

the area of engineering to avoid language

difficulties, I chose to study accounting and

finance—breaking the stereotype—because

of the challenge I felt it would provide to

me,” remembers Zheng. She holds a BS in

Accounting and Finance from the

University of California, Berkeley, and also

holds an MS in Taxation from Golden Gate

University in San Francisco.

She uses this same focus and drive in

working with her clients at Deloitte.

“I have a passion for client service and

providing value to the client,” states Zheng.

Zheng also serves as a leader in the

Chinese Services Group and has extensive

experience in working with US MNCs

investing in China as well as with Chinese

clients. She serves as a liaison for business

transactions with Greater China and had

previously worked in Deloitte’s Tokyo and

Beijing offices.

“When I graduated from the University of

California, Berkeley, I received offers from a

number of the Big 8 firms. I chose Deloitte

because it not only had a great tax practice

and was a smaller firm, it also was more

diverse than the others. I felt it had an

environment where I could fit in,” says

Zheng, who joined the firm in 1989.

“I believe the assignments that I have been

given allowed me to use all of my talents,”

added Zheng, who also speaks Mandarin

and Cantonese. “And I do believe being

able to utilize my knowledge of my culture

and language has in some way contributed

to the success of our firm.”

In 2000, Zheng was inducted into the firm’s

partnership, one of the youngest women

partners to have such a distinction and one

of the first two Chinese-American women

to be accepted into the partnership.

“Becoming a partner and being a leader of

the Chinese Services Group showed me

that the firm truly believed in me and the

work that I am doing here.” PDJ

“… they believe in meand the work that I am

doing here …”


As a Managing Director in Credit Suisse First Boston’s (CSFB)

Product Control area, Angie Casciato works across a broad range

of businesses, including Equities, Investment Banking, Lending

and Treasury, and manages various teams of professionals

throughout the world’s leading financial centers, from Europe to

Asia Pacific to the Americas. Her broad experience made

Casciato a natural choice to take on CSFB’s newly created

position of Global Head of Diversity.

As a key contributor in building the firm’s Product Control

Department, Angie has acquired the industry knowledge and

keen business insights that CEO John J. Mack was looking for in

the person he appointed to lead CSFB’s diversity efforts.

“Diversity is an integral part of our overall strategy,” says

Casciato. “CSFB is truly a global firm and we advise various

groups of clients in very different markets.”

Even before assuming her new responsibilities, Casciato was a

driving force behind CSFB’s diversity efforts. She served as Chair

of the Global Finance, Administration and Operations (FA&O)

Diversity Advisory Committee and the Global FA&O Networking

Team. Last year, Angie received the firm’s “One-CSFB” award for

her outstanding achievements. In 2002, she was also inducted

into the YWCA Academy of High Women Achievers in

recognition of her strong leadership.

“There is a broad range of opportunities for women in the

financial services industry,” says Casciato. “The world is

changing and the

need for women

in this industry

is growing

exponentially. But

opportunities

won’t simply

present themselves.

Women must be

willing to work

hard and to

continually

enhance their knowledge and skills. Sometimes that means

taking risks and stepping outside their comfort zones. If they do,

they will find that working in this industry is highly rewarding.”

Casciato is an active member of the Securities Industries

Association, the National Association of Female Executives and

the Financial Women’s Association. She received her MBA in

International Economics and Finance from St. John’s University,

and is a member of Omicron Delta Epsilon.

Angie CasciatoGlobal Head of Diversity, Credit Suisse First Boston

“... opportunities won’t simplypresent themselves ...”

Stephanie Wernet, Goodyear’s chief

information officer, wastes no words

about her importance to the company’s

Information Technology capabilities.

“The front-line associates have clout,

not I.”

No sense of self-importance here, but

Stephanie is earning high marks for her

ability to keep Goodyear on top of rapidly

changing technology. Her ability to see

ability in others is her strength.

“They are the thought experts with the

experience to make the right decisions for

Goodyear. All I can do is ensure that their

best ideas are heard, circulated and acted

upon. It requires that I be a very good

listener, a skill which I need to keep

developing, because you can never be a

good enough listener in a large

corporation,”Wernet insists.

Stephanie is on a fast track since joining

Goodyear in 2001 as director of e-business

for the company’s North American Tire

unit. She was named director of customer

service in January 2003 and CIO in August.

Stephanie is listening, but when she speaks,

people listen. Just don’t expect a long

dissertation. “I prefer the direct approach;

open, honest, blunt conversation. It helps

ensure clear communication, and it’s

definitely quicker.”

Stephanie K. WernetVice President, Information Technology & Chief Information Officer

The Goodyear Tire & Rubber Company

PDJ

“… it’s a lesson in listening …”


One-time budding psychologist and

gourmet chef Anna Mok is a partner in

Deloitte’s Strategic Relationship

Management Group. “I chose the

professional services industry over my

other areas of interest because I felt it

would offer broader opportunities in

terms of personal and professional

development,” says Mok. “My past

interests have given me a unique way to

listen and to look at all the components

of a situation in order to achieve the

best outcome.”

As a client service executive, Mok leads

some of Deloitte’s largest and most

prestigious client relationships and

integrates the various services and

resources provided to global strategic

clients. There is no typical workday for

Mok, who is a wife and the mother of a

three-year old. Today she might find

herself working with the CIO and the next

day she might find herself working with

the client’s board. “I like the diversity that

my position offers, not only in terms of

the bright people with whom I have an

opportunity to work, but also in terms of

the different types of business issues for

which we help clients find solutions.”

“Seeing the challenges that my parents

faced in adapting to a new environment

taught me to adjust to change quickly and

to accept a lot of responsibility at an early

age,” says Mok, who immigrated from

Hong Kong to San Francisco as a young

child. “I was young when my mother died;

it deepened my appreciation of life and of

those who are a part of it. Although I

might have many activities going on

simultaneously, as much as possible, I try

to get my work done between Monday and

Friday so that I can spend quality time with

Jordan and John on the weekend.”

Mok, who has worked with the firm for 15

years, began her career with Deloitte as a

staff accountant. She was inducted into the

firm’s partnership in 2000, becoming the

first Chinese-American woman partner in

the Advisory & Assurance practice and

one of the first to be accepted into the

partnership. In addition to leading

significant client relationships, Mok serves

as the deputy managing partner of

Deloitte’s U.S. Southeast Asia Desk

Program and is on the executive committee

of the National Chinese Services Group,

working closely with global companies that

have cross-border operations and

transactions. Mok also leads her region’s

Pacific Rim Group; is the Asian-American

leader on her region’s Diversity Committee;

and is a co-chair of the regional

community affairs committee.

Mok is also very involved in Deloitte’s

Global Development Program, which

is focused upon bringing Deloitte

professionals from the global firm to

work in the U.S. She mainly mentors

professionals who come from Asia, and

helps them with their career development

when they come to the states.

“Many of the people that I have worked

with have returned to their countries and

have become partners,” says Mok. “It’s

great to know that this experience helped

colleagues to realize their goals with

Deloitte, and I feel good knowing that I

was a part of that process.”

Anna MokPartner, Strategic Relationship Management Group

Deloitte & Touche LLP

“… I like the diversity thatmy position offers …”

PDJ

Enough said. It’s back to Stephanie, the

listener. And that’s where she focuses

on diversity. She calls it the diversity

of thought.

“Diversity of thought in an organization

ensures creativity, innovation, growth and

successful adaptation to the changing

business environment. Without thought

diversity, an organization will die.

It is the quality of business thinking.

The most successful business solutions are

generated and implemented by broadly

diverse teams.”

Wernet’s own diversity of thought resulted

from a diverse career and educational

background. The Romeo, MI, native

received a bachelor’s degree in Electrical

Engineering from the University of

Michigan and a Master of Business

Administration from Stanford University.

Wernet was involved in e-commerce at

Reynolds & Reynolds in Dayton, OH; more

recently, she was vice president of

EyeVelocity Inc. in Portland, OR, which

developed visual personalization

technology for point-of-purchase and

Internet applications.

Wernet uses this diversity of thought

outside of Goodyear as well. She’s a

member of the University of Michigan’s

Engineering Class of 1931 scholarship

committee. “The story of the Class of ‘31 is

an amazing one. The class graduated into

the unemployment of the Depression and

still became a class of successful engineers,

business people and community leaders.

“I enjoy this role, because I get to meet

some of the best and brightest engineering

students each year as they interview for the

scholarship.” It’s a lesson in listening.PDJ

AMEC’s Dickie Sykes meets with peoplefrom minority- and women-ownedbusinesses at one of their “ProfessionalWorkshop Series” events.


How does a single construction firm offer

more than $900 million in contracts to

minority- and women-owned businesses in

a 10-year period? They put Dickie Sykes in

the job.

Sykes is assistant vice president of

diversity and community affairs at AMEC,

a leading international engineering

services and construction management

firm. Named this year’s “Minority

Enterprise Development Advocate of the

Year” by the U.S. Department of

Commerce, her work has not only enabled

minority- and women-owned construction

a “larger piece of the pie in New York,” but

also enabled AMEC Construction

Management Inc. to be designated the

“Center of Expertise in Minority Business

Development/Equal Employment

Opportunity” for AMEC North America.

“My first job with the company was the

construction of the USAir terminal at

LaGuardia Airport in 1990,” says Sykes.

“The involvement of WMBEs in that

project was so successful that it received the

Port Authority of New York and New

Jersey’s highest honor, the Unit Citation

Award. We were the only private company

who had ever received the honor.

“Early on, I saw a pattern: minority- and

women-owned businesses go out of

business disproportionately to white

construction contractors. Issues of

working capital and acquiring bonding are

based upon how much work you receive,

and many minority- and women-owned

contractors might receive a contract and

then not see another for a year—there was

such a lack of consistency in steady work.

So, we came up with our “round robin”

methodology, where we rotate minority

and women businesses on all of AMEC’s

projects, either as a first tier contractor or

as a second tier contractor or supplier.

That way they have consistent work for

three, four, maybe five years.

“This program develops more complex

technical ability among our contractors

because they’re working on different

projects with different scopes of work.

Their financial picture improves, which

ultimately increases their bonding abilities.

We develop a good, strong core of

minority- and women-owned businesses.

It is a win-win.”

AMEC currently hosts a “Professional

Workshop Series,” designed to nurture the

growth of minority, women-owned and

small businesses. The firm helps these

companies get involved with bidding on its

projects as either first or second tier

contractors, or as suppliers. Second tier

contractors are also matched with specific

prime trade contractors.

As AMEC’s national compliance officer,

Sykes develops and coordinates internal

affirmative action, harassment prevention

and diversity awareness training seminars;

she also develops community economic

development programs for neighborhoods

where AMEC conducts business, and

develops marketing and public relation

initiatives and strategies.

Sykes earned a bachelor’s degree from

Queens College in New York and holds a

certificate from Cornell University’s School

of Industrial and Labor Relations. She is an

active member of numerous professional

organizations and has served on the board

of Professional Women in Construction

for six years.

“I think that, innately, everyone has a gift,”

says Sykes. “When you’re challenged and

made accountable, most people use their

gift. But if you’re never given that chance,

then life just passes you by. That’s why this

job is so important. I see so much talent

out there that shouldn’t be wasted.”

Dickie SykesAssistant Vice President, Diversity and Community Affairs, AMEC

“… innately, everyone .. has a gift …”

PDJ

When UBS’Mary Farrell made the

decision to move from being an

institutional analyst to a Private Client

Group strategist twenty years ago, she

thought she was making a career tradeoff

to accommodate motherhood.

“What appeared to be a compromise—

taking a job that had more time flexibility

—has ended up being the right step in a

wonderful career path,” said the Managing


Director and recently appointed Chief

Investment Strategist for UBSWealth

Management USA.

Farrell has more than 30 years of

experience as an investment analyst and

strategist. She joined PaineWebber in 1982

as an investment strategist specializing in

small- and mid-capitalization issues.

PaineWebber merged with UBS in 2000.

Farrell is regularly featured in leading

business publications and is a regular

panelist on Louis Rukeyser’s Wall Street on

CNBC. A writer and lecturer on the topics

of retirement and women and investing,

she is the author of Mary Farrell’s Beyond

the Basics: How to Invest Your Money, Now

That You Know a Thing or Two (Simon &

Schuster, April 2000).

By carving out a unique path to the top,

Farrell has served as an excellent role

model to women throughout UBS.

“There is no greater satisfaction than seeing

women who have worked for me move on

to successful careers in great places all over

the firm,” she remarked. “It is incumbent

upon senior leaders at UBS to create an

environment where all employees can

succeed. This is done partly via diversity

councils, but it’s also essential that senior

people work one on one with employees to

help them realize their potential. It is

simply good business: good for the

employee and good for UBS.”

Farrell earned her degree in economics

from Manhattanville College and her MBA

in finance from New York University’s

Stern School of Business.

In 1997, she was awarded the Alumni

Meritorious Service Award from the New

York University Alumni Association and

the 1999 Woman of the Year Award from

Manhattanville College. In 2001, she was

honored with the Laura A. Johnson

Woman of the Year Award from the

Hartford College for Women at the

University of Hartford in her hometown of

Hartford, Connecticut. Recently, she was

named the Financial Women’s Association’s

Private Sector Woman of the Year for 2002.

“Take control of your career,” Farrell

counsels women, both inside and outside

UBS. “It is important to plan strategically

and to let your boss know what you

want—it significantly increases your

chances of getting it. But most important,

do something you love.”

Mary C. FarrellChief Investment Strategist, UBS Wealth Management USA

PDJ

““…… lleett yyoouurr bboossss kknnoowwwwhhaatt yyoouu wwaanntt——

it significantly increases yourchances of getting it …”


For Women,

Networking Pays OffTo be successful in today’s

marketplace, networking is

as important as having a

solid business plan and

free-flowing capital. For

women business owners, knowing

how, when and where to network is not

only necessary, but can yield results when

you least expect it.

For Maria T. Bailey, Chief Executive

Officer of BSM Media, her results took

the form of an opportunity—eight

months after she attended Office Depot’s

annual Success Strategies for

Businesswomen Conference.

It was the day her phone rang and M.J.

Calnan, Managing Director/Women’s

Leadership Initiative for Meeting

Professionals International (MPI) was on

the line. MPI is a professional association

for meeting planners and suppliers with

18,000 members, 15,000 of whom are

women. Calnan needed a guest speaker

for her annual Professional Education

Conference in San Antonio, Texas, and she

wanted Bailey.

Bailey and Calnan had met at Office

Depot’s 3rd annual women’s conference.

They were seated next to each other

during one of the opening business ses-

sions. Appropriately enough, the session

was Networlding—Creating Your “Net

Worth” with Relationships hosted by Office

Depot’s Chief Marketing Officer, Jocelyn

Carter-Miller. Based on Miller’s book

“Networlding:” Building Relationships and

Opportunities for Success, the session

focused on how to build mutually

beneficial business partnerships through

networking. During the session, Miller

asked attendees to introduce themselves to

those around them—not to discuss

business, but just to find out about each

other personally. That’s how Bailey and

Calnan connected.

Now, not only will Bailey have the chance

to address a large group of businessmen

and women, but each one of them could

be a potential client for Bailey. It’s clearly

a business opportunity she would not

have secured had she not attended the

women’s conference and connected

with Calnan.

“There is much to learn about being an

entrepreneur,” says Bailey. “Developing

valuable contacts at conferences composed

of other businesswomen who can teach

and share valuable lessons can be well

worth the time and investment.”

Bailey’s company, BSM

Media, is a full service marketing and

multimedia firm nationally recognized for

providing knowledge and valuable insight

into the “Mom market,” and owns and

operates three media properties—Mom

Talk Radio, BlueSuitMom.com and Mom

Talk TV. According to Bailey, Office

Depot’s conference is a great example of a

corporate conference that provides an

environment where entrepreneurial

women in business can truly learn by

sharing and listening to fellow leaders—

and develop long-lasting relationships.

Recognizing that women business owners

are a unique group of people with a

passion to network, build relationships

and find ways to grow and manage their

businesses, Office Depot created its

Success Strategies for Businesswomen

Conference in 2001. The annual

conference provides women in business

with networking opportunities, while

offering programs and workshops that

provide women with the knowledge they

need to manage their business more

successfully.

Networking Pays Off

DEVELOPING VALUABLE CONTACTS AT CONFERENCES COMPOSED OF OTHER BUSINESSWOMEN CAN BE WELL WORTH THE

TIME AND INVESTMENT

Women of Initiative

Office Depot, Inc.


At the Success Strategies conference,

Bailey learned that effective networking

evolves over time and patience and

discretion should always be exercised.

A common mistake made is “working the

room.” Networking is about building

relationships, so spending 20 minutes

with three people is likely to get you

further rather than trying to connect with

20 different people—or even having lunch

with just one.

Nancy Michaels, President of Impression

Impact, a marketing consulting firm in

Lexington, Massachusetts, also

understands the value of networking. In

her case, it happened over lunch with

Office Depot’s Chairman and CEO,

Bruce Nelson.

Michaels also attended Office Depot’s

women’s conference, where one of the

many events is a Silent Auction. Proceeds

from the auction benefit Count Me In, a

non-profit organization. Count Me In

champions the cause of women’s

economic independence by providing

access to business loans, consultation

and education.

Among the more than 200-plus items at

the auction was the opportunity to bid on

lunch with Office Depot’s top executive.

Michaels not only had the winning bid,

but over lunch, pitched Nelson her ideas.

As a result, she now assists with Office

Depot’s marketing efforts targeted to

small businesses, such as their popular

Web Cafe online seminar series, which

offers small business owners and their

employees the opportunity to log on and

hear from leading visionaries on what

they need to know to successfully grow

their businesses.

“Consistently giving to individuals or

causes that align with your values and

vision will reap enormous rewards,” says

Michaels. “I satisfied my need to give to

Count Me In, a worthy cause and

organization, made a valuable and lasting

connection, while gaining an incredible

business opportunity in the process.

That’s successful networking at its best.”

According to Nell Merlino, co-founder

and CEO of Count Me In, “Today, women

entrepreneurs need a variety of financial

services, too. These include training,

support systems and technical assistance

as well as the small loans that are crucial

to getting their businesses up and running

—and are often extremely difficult to

obtain from standard sources.”

Count Me In recognizes that many

women do not have the business histories

required to obtain loans and usually do

not have traditional forms of collateral.

Additionally, they generally need smaller

amounts of money than a financial

institution might consider. Since its

inception in 1999, this non-profit

organization offered loans to help over

500 women get their

own businesses off the

ground. Each month,

the organization

reaches over 150,000

women via its

website, providing

education, support

and networking

information in both

English and Spanish.

In future years, Count

Me In expects to

change the playing field for women

entrepreneurs by helping to change the

way that loan requests are evaluated across

the country.

Office Depot has supported Count Me In

since 2001 and contributed more than

$70,000 resulting from proceeds of silent

auctions at previous conferences.

Thanks to Office Depot, Count Me In

continues to grow and impact women as

they seek to gain financial independence

for themselves, their families and

their communities.

Clearly, women small business owners and

entrepreneurs represent a significant force

in America’s marketplace and Office

Depot is

helping to

pave the

way for

women to

achieve

success

and

growth.

The

conference

offers a

forum

that

encourages women to network

and connect with others who can

help them not only grow their

business, but achieve greater success.

The Office Depot Success

Strategies for Businesswomen

Conference will again take place

at the Boca Raton Resort & Club

in Boca Raton, Florida on

February 22-24, 2004.

Registration is open to the

public, but limited to the

first 750 participants. Those

interested in registering may

do so online at

www.officedepotsuccess.com.

Nell Merlino, co-founder and

CEO of Count Me In

Nancy Michaels, President

Impression Impact

Maria T. Bailey, Chief Executive

Officer of BSM Media

PDJ


As the former U.S. Secretary of Labor,

Alexis M. Herman is often described as

the “nation’s ultimate job counselor.”

So when the Board of Directors of

gaming giant MGM MIRAGE sought to

demonstrate diversity leadership at the

highest level with the creation of a

Diversity Committee, it named Herman

as its chair.

The committee’s purpose is to assist the

Board in guiding the diversity initiative as

a strategic business imperative, engaging

all aspects of the company’s operations.

“She brings great strength, commitment

and her proven experience to our

company,” said Chairman and Chief

Executive Officer Terry Lanni. “Our

commitment to diversity is centered on

creating a culture that reflects diversity as

a core value: diversity is who MGM

MIRAGE is and not just what we do.”

Herman began her career as a social

worker, helping young men find work in

the shipyards of Pascagoula, MS. Later, she

ran an organization that placed women in

nontraditional jobs. At 29, she was the

youngest person ever to serve as director

of the Labor Department’s Women’s

Bureau. In the 1980s, Herman ran her

own company, A.M. Herman & Associates,

advising corporations on how to recruit,

train and retain workers. In 1992, she

served as CEO of the Democratic National

Convention. The following year, Clinton

appointed her director of the White

House Public Liaison Office.

Herman served as the 23rd United States

Secretary of Labor in the Clinton

Administration beginning in 1997.

Prior to that, she had served for four years

as Assistant to the President and Director

of the White House Public Liaison Office.

Other positions included serving as

Deputy Director of the Presidential

Transition Office in 1992 and Chief

Executive Officer of the 1992 Democratic

National Convention Committee.

Herman serves on the Board of Directors

of Columbia, IN-based Cummins Inc. and

the Nyack, NY-based Presidential Life

Insurance Corporation. She is also a

member of the Advisory Committee for

Public Issues for the Advertising Council.

Herman received a Bachelor of Arts

degree in Sociology in 1969 from Xavier

University in New Orleans, LA and is a

recipient of more than a dozen honorary

degrees from major colleges and

universities around the country.

““…… ssttrreennggtthh,, ccoommmmiittmmeenntt aanndd pprroovveenn eexxppeerriieennccee ……””

Alexis M. HermanFormer U.S. Secretary of Labor

Member, MGM MIRAGE Board of Directors

PDJ

Lorraine Brock Vice President, Diverse Markets, Nationwide Insurance

Since joining Nationwide in 1996,

Lorraine Brock has worked tirelessly to

make insurance services more accessible to

urban consumers across the country.

Vice president of Diverse Markets, Brock is

responsible for Nationwide’s multi-

functional diverse markets strategy and its

implementation. Under her leadership,

Nationwide has opened sales and service

centers in major metropolitan cities and

facilitated grants for various housing

groups totaling more than $350 million—

investments targeted to revitalize and

develop safe, affordable housing for urban

consumers—strategic investments that

have made homeownership a reality for

residents of diverse backgrounds.

Brock knows the inside of the insurance

industry well. She has 25-plus years’

experience including management

positions in sales operations, marketing,

finance, corporate relations and urban

affairs. What Brock has uniquely brought

to her corporation, however, is her ability

to bring the outside in: with her help,

Nationwide has established strategic

national partnerships with the NAACP,

Habitat for Humanity, the National Urban

League and the Hispanic Scholarship Fund.

“These organizations are very connected to

the work that I do here for the company,”

says Brock. “They enable me to stay in

close contact with market realities and they

provide good information for what’s

happening in the marketplace.”


Joyce MosleyManager of U.S. Compensation and Benefits, IKEA

A 15-year volunteer for the National

Adoption Center and a tireless mentor to

both minority professionals and urban

students, it’s no surprise that Joyce Mosley

found a great career fit with IKEA. The

furniture retailer’s commitment to diversity

and social responsibility struck a chord

with Mosley immediately.

She recalls her initial contact with an

IKEA recruiter: “I was asked how I felt

about working with people of diverse

backgrounds,” says Mosley. “As a minority

candidate, I was glad to be asked. Over the

phone they did not know who I was, so I

assumed that was a question asked to all

candidates. From the start, it told me that

IKEA is a company that walks the talk.”

As IKEA’s Manager of U.S. Compensation

and Benefits, Mosley is responsible for the

strategic planning, compliance and

administration of IKEA’s benefit plans for

8,000 co-workers (employees). She joined

the company just six months ago at a very

exciting time, with IKEA in the first stages

of its 10-year expansion plan to build 50

new stores in North America.

“One of the things that sets us apart from

other retailers is that our culture is so

focused on co-workers’ needs and work-life

balance,” she says. “This is evidenced by the

fact that part-time people receive health

coverage and other benefits. This is unusual

in today’s economic climate when a lot

of retailers are pulling benefits from

employees.” IKEA also offers flextime,

telecommuting, a mentoring program

and flexible holidays—a policy that allows

co-workers to select which days they would

like to take as holidays. “This helps us

embrace each co-worker’s traditions

and value one another’s differences,”

adds Mosley.

Also important to Mosley are IKEA’s strict

requirements for all suppliers and sub-

suppliers regarding social and working

conditions, environmental awareness and

zero tolerance for child labor. “It’s one

thing to say that you are committed and it’s

another thing when the proof is there and

people’s lives are improved,” says Mosley.

And she should know; her personal track

record for making a difference in people’s

lives is extensive.

As a board member of the National

Adoption Center, Mosley speaks to

minority communities in her home of

Philadelphia about the need for loving

homes for children who are considered

hard to place due to their age, or physical,

mental or developmental disabilities. She’s

also an adoptive mother. Her son, Kevin,

whom she adopted when he was 2, is now

30 and the father of three. They both have

made tremendous contributions to the

Center and were named “2000 Family of

the Year.”

Mosley is also a long-time mentor to urban

youth through Philadelphia’s Franklin

Institute PACTS (Partnership for Achieving

Careers in Technology and Science)

Program and offers HR professionals

advice on navigating through corporate

culture and developing strategies for career

advancement through the National

Association of African-American

Human Resources. PDJ

“... we embrace each co-worker’s

traditions and VALUEone another’s differences ...”

Brock’s passionate dedication to

improving urban housing and insurance

opportunities is evident through her

community involvement, as well. She

currently serves on two national boards

focusing on urban insurance—the

National Insurance Task Force and Urban

Insurance Partners Institute—and serves

on the National Hispanic Corporate

Council. She is an active member of

Corporate Sisters, a local organization that

strives to promote diversity, mentor

younger women and further the

professional development of African-

American females in the workplace.

Recently, Brock was awarded the 2003

Donald H. McGannon Award from the

National Urban League. The award is given

each year to a select group of individuals

who epitomize McGannon’s commitment,

ideas and belief in equal opportunity. At

the presentation, Marc Morial, National

Urban League president, praised Brock

calling her “a tenacious advocate of the

National Urban League and its work.”

“Our partnership with the National Urban

League is important to our objectives of

building strategic relationships that are

connected to our efforts to reach diverse

populations,” says Brock. PDJ

“... a TENACIOUSadvocate of the

National Urban Leagueand its work ...”


Kathy GeierSenior Vice President, Human ResourcesThe Goodyear Tire & Rubber Company

Degrees in biology and psychology seem to

be the perfect background for Goodyear’s

leader in human resources. Consider the

acceptance of diversity—of species and

human behavior—embraced by each

science. Kathy Geier’s immediate

understanding and acceptance that each

associate is different in their own way

allow her to create an inclusive workplace

that goes far beyond looking at race and

gender issues.

“Diversity means thinking in terms of

varied backgrounds and experiences that

can be educational, socioeconomic and

geographic. That leaves diversity fairly

open-ended—to maximize the

contribution of every person,” Geier says.

Geier’s career is rich in opportunity,

because of “the willingness of Goodyear to

embrace and promote a truly diverse

working environment.” She joined

Goodyear in 1978 as a trainee after

graduating from Heidelberg College in

Tiffin, OH, with Bachelor of Science

degrees in Biology and Psychology. She

transferred to the company’s Gadsden, AL,

manufacturing plant as an industrial

engineer, followed by a number of

assignments where she took on a variety of

roles such as plant manager and business

center manager, before taking on a human

resources position.

“Sometimes opportunity knocks in

unexpected ways. We need to be open-

minded enough to take advantage of it,”

says Geier. “Early in my career, I had decid-

ed that I would follow a human resource

track. A superior suggested that I take an

operational position to broaden my

perspective. I ultimately became a plant

manager, and although I returned to

human resources, the operational position

is invaluable in the contribution I can

make to the company today.”

Prior to her present position, Geier was

also director of human resources for

Goodyear’s Eastern Europe, Africa, Middle

East region, based in Brussels. It was

another step in her diversity training—

from both socioeconomic and

geographic aspects.

Now as senior vice president, human

resources she is responsible for developing

and executing a global human resources

strategy to drive the company’s

competitiveness in the marketplace. Often

that requires challenging the status quo.

“I know that I have to champion

initiatives that change existing policies and

practices that lower morale. I want an

environment that encourages

cooperation among associates,” says Geier.

“We need to create an environment at

Goodyear that values and respects

people through best-in-class selection,

development and motivation of

associates throughout their career.”

Cherie Rice, a veteran of 18 years with

Waste Management, Inc. and Vice

President of Investor Relations, is known as

a sharp, experienced authority on the ups

and downs of the industry, making her a

valuable asset to company leadership as

well as industry analysts. Rice’s career

started when she accepted an offer to work

at a local Waste Management operation

shortly after graduating from the

University of Oregon.

“Most people don’t say ‘I want to go work

for a garbage company’ right after they get

out of college,” said Rice. “While at first it

didn’t sound like an attractive industry for

me to work in, it was an opportunity that

I’m glad I took.”

During her first 10 years in the business,

Rice worked at field operations around the

country, learning different facets of the

industry—customer service, waste

collection, recycling and disposal—from

her coworkers on the frontlines.

“I learned that this is really a local business

—people feel as passionate about their

garbage collection as they do about police

or fire protection for their neighborhoods,”

said Rice. “We have to do it right by

providing the best customer service.”

As she worked her way up through the

finance ranks, from local accounting

manager to regional controller in charge of

several states, strong relationships with

supportive supervisors became important

to her advancement in the company.

“I had a few big champions who spotted

my potential, abilities and dedication to

doing things right,” said Rice. “These early

champions helped shape my opinions

about the importance mentors and coaches

play in an individual’s career.

“While it is easy to focus on our own

individual progress, I think that it is

“… Sometimes OPPORTUNITY KNOCKS

in unexpected ways …”

PDJ


Cherie RiceVice President of Investor RelationsWaste Management, Inc.

critically important for managers to realize

the impact and difference they play in

somebody else’s career, both positively and

negatively,” added Rice.

Her experience in the industry has given

her a unique perspective of the company’s

history and field operations. And after six

years as the head of Investor Relations,

research analysts from firms such as Smith

Barney, Goldman Sachs and Lehman

Brothers—as well as investors and potential

investors—rely on her expertise.

Recently, Rice traveled to Europe with

Waste Management Chairman, CEO and

President A. Maurice Myers and CFO

David Steiner to meet with professionals

from more than 50 investment companies.

During this whirlwind tour, the team met

with both institutional and potential

investors to the company, explaining why

they should hold Waste Management stock

in their portfolios.

“There was a high level of interest in

Waste Management,” said Rice. “We believe

that we have already attracted the purchase

of over one million shares as a result of

these meetings.”

Rice feels that management in companies

across the country are learning to recognize

and appreciate gender differences as

positive qualities, which can serve as assets

for organizations.

“Waste Management is working to create

an environment of diversity and inclusion,

where everyone has an opportunity to

succeed. Our CEO, Board of Directors and

senior leadership team are working

together to create significant opportunities

for qualified women and minorities to

advance into leadership positions

throughout this company.” PDJ

““…… tthhiiss iiss rreeaallllyy aa llooccaall bbuussiinneessss ……””

Jean Crowder Drummond President and CEO, HCD InternationalDynamic, energetic and inspired are

words that have been used to describe

entrepreneur Jean Crowder Drummond.

This wife and mother of two is founder

and president of a small but fast-growing

management consulting firm, HCD

International. Like many new firms, HCDI

got its start in a side room of Drummond’s

home; it has since grown to extend its

professional services to both national and

international clients.

Driven by purpose and her passion for

excellence and service, Drummond inspires

HCDI’s staff to seek opportunities beyond

one’s “zone of comfort”creating a platform

for personal and professional growth.

Drummond offers solutions to clients in

the area of organizational development and

training, marketing, conference planning,

technical writing and healthcare

management. Her client list includes the

U.S. Executive Office of the President,

Centers for Medicare and Medicaid

Services, U.S. General Service

Administration, U.S. Department of

Commerce, the Environmental Protection

Agency, Verizon, Johns Hopkins Medicine

and numerous other federal and private

organizations. It has already been noted for

its outstanding performance, and was

awarded the U.S. Small Business

Administration’s Administrator Award of

Excellence, as well as recognized by the

U.S. Department of Transportation and a

Maryland State Senate Resolution.

Recently named 2003 Businesswoman of

the Year by the Congressional Business

Advisory Council, Drummond continually

shares her enthusiasm with numerous

other female entrepreneurs by providing

business counsel on how to start and grow

a successful business.

“We can succeed if we remain purpose-

driven, focused and tenacious,” says

Drummond, “never letting a challenge

change your quest for success.” Drummond

will share her success vision for women in

her upcoming book, ‘Mission Impossible,

Made Possible’: An Experience In Spiritual

Enterpreneuralism.

“… We can SUCCEED if weremain purpose-driven,

focused and TENACIOUS …”

PDJ

Cherie Rice with Maurice Myers, Chairman, CEO & President


When Ann Weiser joined Giant Food Inc.

(Giant) as Executive Vice President for

Human Resources, Labor Relations and

Public Affairs, she made a commitment to

make Giant a great place to work. For the

women of Giant, this meant providing

the tools to encourage professional

development and the resources to address

life’s challenges.

“I worked at several Fortune 500

companies, and saw and experienced first

hand the juggling acts that many women

must perform, not only professionally, but

also personally,” said Weiser.

As a result, Weiser spearheaded the

creation of Giant’s Women’s Initiative, a

comprehensive program that speaks to the

many challenges and demands faced by

Giant’s women at work and at home.

With the objective to “Enrich, Enhance,

and Advance,” the Women’s Initiative

targets four strategic areas: Making a

connection with the company, providing

opportunities for growth, giving back to

the community, and making life easier.

These areas were identified from feedback

received from the women of Giant

through numerous focus groups

conducted by Weiser.

“It was a great exchange of information

and I learned a great deal. I also learned

that we had a lot of work ahead of us,”

commented Weiser about the

focus groups.

With a plan in place, Weiser

had the enormous task of

executing these strategies.

To accomplish this, she looked

to Giant’s Women’s Forum.

For many years, the Forum

had functioned as a vehicle to

informally connect the

women of Giant. Today, it has

taken on a new role with its

Steering Committee members

accepting the charge of

driving the Women’s

Initiative. The members of

the Steering Committee are

excited and energized about

the new program and the

positive impact that it will

have on the women of Giant.

The Committee is divided

into four work teams tasked with

implementing specific areas of the plan.

Making a Connection to the CompanyOne of the characteristics of a great place

to work is feeling a connection with the

company, i.e., feeling good about starting

a career with Giant and staying motivated

eennrriicchh,, eennhhaannccee,,aaddvvaannccee

GIANT FOOD INC. ADDRESSES THE NEEDS OF WOMEN EMPLOYEES WITH A HIGHLY SUCCESSFUL, FOUR-TIERED INITIATIVE.

“... I learned a great deal. I also learned that we had a lot of work ahead of us.”Ann Weiser Executive Vice President for Human Resources, Labor Relations and Public AffairsGiant Food Inc.

Women of Initiative

Giant Food Inc.


to keep growing here. That is why one

initiative looks at enhancements to new

associate orientation and the “on-

boarding process.” This will ensure that

women experience a warm welcome and

feel supported as they become acclimated

with their new job and work setting.

Providing Opportunities for GrowthThis strategy focuses on professional

development, including networking,

training, mentoring, and informal

learning. Its keystone is the quarterly

Women’s Forum meetings. In addition to

these meetings, there will be

a new book club, Intranet site, taking the

Forum “on the road” to women associates

in Giant’s retail stores, and much more.

Giving Back to the CommunityBuilding on Giant’s rich history of

community involvement, the company

supports the Suited for Change

organization in the District of Columbia.

This organization provides career

clothing, career counseling, and other

support to disadvantaged women entering

the workforce. Work with Suited for

Change includes annual clothing drives,

career planning seminars, and volunteer

activities. This is our effort to make the

work world a better place for all women.

Making Life EasierWomen often have many roles—parent,

professional, caregiver, wife, and more—

which can make life particularly complex.

As a support strategy, Giant collects and

communicates information, policies, and

services that can simplify daily life, reduce

stress, and increase overall job satisfaction.

The RewardsWeiser and her team are seeing the fruits

of their labor. The word is out about the

new Women’s Initiative and attendance at

the quarterly Women’s Forum meetings

has tripled. Additionally, the Women’s

Forum on Tour is a series of quarterly

meeting that bring the same information

to women leaders in Giant’s retail stores’

in-store operations.

As the largest retail grocer in their area,

Giant has a strong history of community

involvement. Therefore, the partnership

with the Suited for Change organization

complements the company’s ongoing

commitment in this area. To date, Giant

has sponsored “Career Days” for clients

of Suited for Change. These events help

to sharpen interviewing, resume

writing, and job hunting skills.

Moreover, participants have the

opportunity to interview and be hired for

open positions within Giant Food’s stores.

“We are extremely excited about our

partnership with Suited for Change. We

hope to elicit additional support for the

group by involving our vendors,” says

Weiser. In fact, this has already taken

place. Last year, one of Giant’s vendors

donated a year’s supply of pantyhose to

the organization.

Weiser is passionate and committed to

making Giant Food a great place to work.

From her vision, Giant will lead the way

and be an example to other companies

looking to Enrich, Enhance, and Advance

the women in their organizations.

For more information about Giant Food Inc.,

visit www.giantfood.com, or contact C.J. Terry,

Director/Corporate Diversity & Community

Relations at [email protected].

GETTING THE ENTIRECOMPANY INVOLVED. Giant collects and communicates

information, policies, and services

that can simplify daily life, reduce

stress, and increase overall job

satisfaction.

Giant’s support of

Suited for Change includes

annual clothing drives,

career planning seminars,

and volunteer activities.

PDJ


“I never would have believed that the

women’s network would be such a

success,” said Ellen Schubert, one of the

founders of UBS’ All Bar None network.

Managing Director of Foreign Exchange

and Precious Metal Sales in North

America, Schubert—who also serves as

co-Chairperson of the UBS Diversity

Committee—learned that women in the

firm wanted increased access to senior

management and more opportunities to

get together. So she brought together a

handful of women from across levels

and businesses.

“This small group of women generated a

number of ideas. They were determined to

make things happen, but needed a forum,”

stated Schubert. “I was able to provide

that forum since I already had the ear of

senior management.”

Since its inception, All Bar None has hosted

many well-received initiatives including

mentoring programs, career development

forums, investing seminars, networking

receptions, and regular lunches with

managing directors. In 2002, Schubert,

along with several other women Managing

Directors (MDs) at the firm, organized the

network’s “Challenge Yourself to Succeed”

career development program.

“I take a lot of pride in the Challenge

Yourself to Succeed conference,” Schubert

said. “In a tough year, when budgets were

being cut, the senior management of the

firm—both men and women—

demonstrated their commitment to this

issue. We had our women MDs up on a

panel talking about how they juggle their

jobs with their families and their

community commitments.”

Attendees from the 2002 event “followed

in Schubert’s footsteps” by creating a

similar program for junior women within

the firm the following year.

In her current role, Schubert is responsible

for marketing foreign exchange and

precious metal advisory services and

products to a global client base of

corporations, hedge funds, and investment

companies. She also acts as Chairperson

of the North American Distribution

Committee, which oversees the

coordination and distribution of all

investment bank products in North

America, and as Chairperson of the

Global Hedge Fund Committee and

Member of the UBS Warburg Board.

Schubert received a Bachelor of Arts in

Economics and History from Miami

University, Oxford, OH. A busy wife

and mother of five—all boys—she also

makes time to give back to her

community, serving on the Executive

Committee of Junior Achievement of

Southwestern Connecticut.

Ellen SchubertGlobal Head of Leverage Fund Business, Foreign Exchangeand Precious MetalsCo-Head of Hedge Fund Business, Cross-ProductUBS Investment Bank

PDJ

“... determined to make things happen ...”

This fall, Joyce A. Bender, CEO and

founder of Bender Consulting Services,

Inc.(BCS), was awarded the New Freedom

Initiative Award. Presented by Secretary of

Labor Elaine Chao, this award is given to

those who have demonstrated exemplary

and innovative efforts in furthering the

employment objectives of President

George W. Bush’s New Freedom Initiative.

Bender’s firm provides technology

consulting services to its customers and

competitive employment opportunities

for people with disabilities, who are

trained in the information technology,

engineering, finance/accounting, human

resources, and general business areas.

“Hiring people with disabilities should

not be thought of as a charitable act; it is a

business solution,” says Bender. “It is a

good business decision that will pay off in

dividends, and will also be the right thing

to do.”

Over the past seven years, through the

dynamic leadership of Mary George

Opperman, New York’s Cornell University

has made significant progress toward

becoming a “model employer”—or, as

Opperman would say, the “kind of university

and workplace where people choose to come

and choose to stay.”

“... more to


Bender also heads Bender Consulting

Services of Canada, Inc. (BCSC), focused on

competitive employment opportunities for

Canadians with disabilities, and Bender and

Associates International, Inc., an

executive search firm.

In 1985, Joyce had a

life-threatening

accident that caused

an intra-cranial brain

hemorrhage,

requiring brain surgery. Against all odds,

Joyce recovered, but the accident left her

with a 60 percent hearing loss in one ear

and the realization that she had epilepsy,

which had—she discovered—caused the

accident. Through this personal

experience, she developed a passion for

helping people with disabilities and her

corporation was born.

“I have worked in employment for over

24 years,” says Bender. “People with

disabilities have many inherent traits that

are valuable to an employer such as

thinking outside the box, tolerance, being a

team player, problem solving and patience.

People with disabilities have to be patient;

we have no choice.”

In 1999, Joyce was

presented with the

President’s Award by

President Clinton, the

highest honor awarded by

the President of the

United States to an American who furthers

the employment and empowerment of

people with disabilities. In September 2002,

BCS received the Employer of the Year

Award from the National Epilepsy

Foundation. BCS also received the 1999

Employer of the Year Award from

hireAbility in Philadelphia, PA and the

1997 Power of Work Award from Goodwill

Industries. In 2002, BCSC received the

Diversity in the Workplace Award from

the Canadian Paraplegic Association

of Ontario.

Bender serves on the boards of the Central

Blood Bank, Highmark, Inc., and the

Epilepsy Foundation of Western and

Central Pennsylvania, among others. She

was one of the first regional coordinators

for Disability Mentoring Day and coordi-

nates activities in Pennsylvania, Delaware

and Toronto. She is the host of “Disability

Matters with Joyce Bender,” a radio show

on voiceamerica.com, and a frequent

speaker throughout the United States

and Canada.

Joyce A. BenderCEO and Founder, Bender Consulting Services, Inc.

“ People with disabilities have to

be PATIENT; wehave no choice ”

PDJ

Mary George OppermanVice President for Human Resources, Cornell University

As the vice president for human resources,

Opperman is a key organizational strategist

and policy-maker for the university. Since

her arrival at Cornell in 1996, Opperman

has persevered in improving the working

lives of Cornell’s staff and faculty, as well as

serving as a role model for the “balance”

between work and personal responsibilities.

Under her guidance, Cornell implemented

a child-care financial assistance program to

help more than 300 families cover the

rising costs of childcare. She also pushed

for improving staff salaries, and helped put

in place a multi-year pay program in which

even Cornell’s lowest paid non-bargaining

unit employee is now paid nearly 20% over

the Ithaca area’s “living wage.”

Opperman has set a personal example for

fulfilling both her work and her family

responsibilities. As a mother of two

children, she takes time to attend dance

recitals and football games and participate

in fundraisers for her children’s school, as

well as serving as an active volunteer for

several community organizations. More

importantly, she makes clear to employees

that it is important to be successful both at

work and at home.

“There is a big difference between ‘have to’

and ‘choose to,’” says Opperman. “You

begin to realize that there are things in

your life that are not waiting for you—

they’re happening anyway. For me to be a

successful employee, I need an employer

that understands that. For anyone to be

their best at work, there must be more to

life than work. It’s just a practical reality.”

Before coming to Cornell, Opperman

served for 13 years in the Office of Human

Resources at Harvard University. A native

of Clinton, NY, she received her BA in

political science at the State University

College of New York (SUNY). She received

national certification as a senior profes-

sional in human resources, and has also

taken post-graduate coursework through

Harvard and the University of Michigan.

She currently serves as Chair of the Board

of Challenge Industries, an organization for

individuals with disabilities; she also serves

as a member of the Tompkins County

Workforce Development Board, the

Tompkins County Youth Employment

Council, and as treasurer for Foodnet. life than work ...” PDJ


It takes more than a recognizable name in

a community to make a difference. At

Bank of America, they know that genuine

community involvement and a charitable

culture distinguish a company and inspire

loyalty and admiration.

In Houston, they have a true champion of

that philosophy in Deborah Cannon.

Cannon is the small business banking

executive for Bank of America’s Central

Region, responsible for the small business

line in 10 states in the Southwest, Midwest

and Texas. She is also the President of Bank

of America in Houston.

You cannot mention a Houston growth

organization without hearing her name

attached to it. Cannon is Chairman of the

Greater Houston Partnership, and a

director of United Way of the Texas Gulf

Coast, the Center for Houston’s Future, and

The Women’s Museum. She is a

member of the M.D. Anderson Cancer

Center Board of Visitors, Houston Super

Bowl 2004 Executive Steering Committee,

Dallas Forum/International Women’s

Forum and Executive Women’s Partnership

of Houston. To say she is “Houston Proud”

would be an understatement.

“I believe

we must

focus our

considerable community resources on

identifying the issues that will be most

important to Houston during the next

decade,” says Cannon. “Then we will find

the solutions that will enable Houston to

remain one of the best places in this

country to live, work, learn and play.”

With more than 25 years at Bank of

America and its predecessors, Cannon has

wide-ranging consumer, commercial,

corporate and international financial

services experience. She directed

operations in Brazil for nearly four years,

served as district manager for the Midwest

division of corporate banking and was

president of a former subsidiary. She is a

graduate of Southern Methodist University

and completed studies at the University of

Virginia and the National Commercial

Graduate School of Lending at the

University of Oklahoma.

One of her areas of community focus is

The Women’s Initiative of United Way

of the Texas Gulf Coast, increasing

participation from women professionals,

business owners and volunteers.

“I believe in the United Way and the

critical role it plays in our community”

says Cannon. Not only is the Women’s

Initiative important for the growth and

stability of the area, she says, but it offers

the women of Houston a place to network

and to grow as community partners. On

a personal level, says Cannon, “It has

afforded me the opportunity to get to

know some incredibly interesting and

successful women whose company

I enjoy.”

“… we must focus ourconsiderable

community resources …”

Deborah CannonPresident, Bank of America, HoustonSmall Business Banking Executive, Central Region

As the new President of Catalyst, the

leading research and advisory organization

working to advance women in business,

Ilene H. Lang isn’t exactly stepping into

uncharted territory. She has broken many

barriers in her own career.

Widely recognized as a pioneering female

high-tech/internet executive, she has

advised CEOs and entrepreneurs as a

Board member, coach, and angel investor.

She was a venture partner of First Light

Capital and a member of the 8Wings

Ventures angel network, a seed stage

investment group that backs women-led

companies. Founding CEO of AltaVista

Internet Software Inc., she led the

commercialization of the highly popular

AltaVista Internet search service and

marketed a line of award-winning Internet-

based business software products.

As a successful businesswoman, Lang

brought high energy and corporate savvy

to the advancement of women in every

sector of the global marketplace. Now, as

President of Catalyst, Lang regularly

addresses national and international

groups of senior leaders in a variety of

business, academic, and public policy

PDJ

Ilene H. LangPresident, Catalyst

As Senior Vice President and General

Counsel for Hyatt Hotels Corporation,

Sara L. Hays is responsible for managing

Hyatt’s hotel and timeshare operations and

transactions—acquisitions, negotiation of

hotel and timeshare management, venture

and financing documentation. She also

serves on Hyatt’s managing committee. Her

major focus, however, has been to revamp

the legal function of the company to better

support ongoing business objectives.

“We are a service group within a service

business,” says Hays of her revamping

efforts. “As the legal end of the business

doesn’t generate revenue, the question

presented itself: ‘how can we be perceived

as adding value, not a bottleneck to the

efforts of our team members?’”

The answer was to build relationships

within the corporation itself. “Each of the

attorneys in our group have direct client

assignments (i.e., sales and marketing).

This changes our focus to be one of

problem solving,” says Hays, “and enables

us to be viewed as partners.We’re all in

the hotel business; we all want us to be

successful.”

Hays joined Hyatt as general counsel in

1994. She brought with her, she says, a pair

of “fresh eyes.”

“From a purely operational standpoint, I

didn’t have any ownership of the

bureaucracy and, from being in private

practice, brought with me the conviction

that you live and die by making your

clients happy. That was my vision for how

we could change the way we think about

delivering service,” says Hays. Some service

delivery changes were small, but had a huge

impact. Hyatt’s new sales contract, for

example, was re-written so that meeting

planners would spend less time poring over

contract language and more time planning

details that would contribute to the success

of the meeting. Not only was the meeting

contract made easier to read and

understand, the legal language was made

standard from property to property.

“People in our office get to interact with

every part of this company,” says Hays.

“We have the obligation to learn about

every part of our business. It’s a fascinating

place to sit!”

Outside of Hyatt, Hays is President of the

Alumni Council of Carleton College, her

alma mater, and a member of the Board of

Directors of Glessner House Museum.

Hays frequently speaks and participates in

panels at legal and hospitality seminars and

conferences throughout the United States.

Hays received her Juris Doctor from

Northwestern University School of Law

and is a member of the American

Corporate Counsel Association and

American Bar Association. She also holds

an MBA from the Kellogg Graduate School

of Business.


venues. She is an expert on the

advancement of women in corporations

and professional firms, workforce

demographic trends, the business case for

women’s career development, innovative

strategies for retaining and advancing

women, and work/life balance issues.

“I want to focus on strengthening and

deepening the Catalyst mission,” says Lang.

“If you look at every initiative underway

and flesh out the segments focusing on

women and the segments focusing on

business, there are significant opportunities

to build on Catalyst’s strong foundation.”

Lang also serves on the Board of Directors

of Adaptec Corporation (computer storage

solutions), ART Technology Group

(e-commerce software), and the Tufts

Health Plan. She served on the Board of

Directors of PlanetAll prior to its

acquisition by Amazon.com, the Advisory

Board of Direct Hit Technologies prior to

its acquisition by Ask Jeeves, and the Board

of Trustees of Radcliffe College prior to its

merger with Harvard University.

Prior to AltaVista, Lang served as Senior

Vice President of the Desktop Business

Group at Lotus Development Corporation,

responsible for the worldwide development

and marketing of Lotus’s SmartSuite

product line, a $500+ million business.

She also served as President and CEO of

Individual.com and CEO of Essential.com.

Lang earned an AB in History and

Literature from Radcliffe College and an

MBA from Harvard Business School. She is

the mother of three grown children—

Sarah, Penelope, and Edmund.

PDJ

Sara L. HaysSenior Vice President and General Counsel, Hyatt Hotels Corporation

“… we have the obligation tolearn about every part of

our business …”

“… I want to focus on strengthening and deepening theCatalyst mission …”

PDJ

Connie Glaser is one of the country’s

leading experts on women and leadership.

Her best-selling books, including Swim

with the Dolphins, have been translated

into over a dozen languages and are among

the most widely-read and influential books

for working women today. Connie was

recently honored for her achievements by

being named Businesswoman of the Year

by Office Depot.

Glaser also serves as national spokesperson

for the Business Women’s Network, where

she has been able to reach out beyond our

country’s borders and impact the global

community of businesswomen and

entrepreneurs. It is this same passion

to motivate women toward

self-empowerment that led to the

publication of her most recent book,

What Queen Esther Knew: Business

Strategies from a Biblical Sage.

A timely and relevant re-telling of the

biblical story, Glaser and her co-author

Barbara Smalley have authored a piece that

has inspired many women leaders,

including Senator Elizabeth Dole. She

praised the book by saying: “When I’m

faced with tasks demanding wisdom and

courage far beyond my own, Esther’s story

reminds me to focus on what’s most

important in life. You have captured that

essence in this book.”

You may remember Esther’s story—or at

least the gist of it. A young orphan girl

being raised by her uncle Mordecai, Esther

becomes Queen of Persia. When an evil

plot that threatens her people is hatched,

Esther courageously blows the whistle on

abuse of power in the palace and confronts

the villainous mastermind—not without

great personal risk. She ultimately saves her

people from annihilation and irrevocably

alters the course of history.

“Recent headlines have been filled with

stories of brave, modern-day Queen

Esthers,” says Glaser.

“Three women, in

particular, stand out as

profiles in courage.

Sherron Watkins was

a VP at Enron who

blew the whistle on

CEO Ken Lay and

corporate

wrongdoing at

the energy giant.

Colleen Rowley, chief

lawyer in the FBI’s Minneapolis

bureau, confronted the Director of the FBI

for thwarting her efforts to investigate one

of the key figures behind the September 11

terrorism. And Cynthia Cooper, Vice

President of Finance at WorldCom,

investigated and reported $3.8 billion in

accounting irregularities to the company’s

Board of Directors.

“These courageous women blew the

whistle on huge, powerful corporate

machines—and none did it to advance her

career. Instead, their missions were similar:

to right the wrongs in their organizations.

To them, sticking their necks out was a

matter of principle, a question of ethics.

And like Esther, they weren’t motivated by

self-aggrandizement or recognition, but

because they knew in their heart, soul and

gut, it was the right thing to do.”

As her story unfolds, Esther’s

transformation from an orphan girl to a

true queen and leader is remarkable.

Slowly she blossoms from someone who

looks to others for all the answers to

someone who designs and executes her

own ideas and plans. And throughout this

evolution, says Glaser, we see her become

more comfortable with power—a challenge

for most women.

Esther’s self-defining moment comes when

she takes on the mantle of leadership by

standing up for what she

believes in. Considering

recent examples of

corruption in corporate

ethics, many modern-day

Esthers struggle with the

same issues of integrity and

remaining true to their

principles. Indeed there are many

valuable lessons to be learned

from Esther’s story: Taking

calculated risks … mapping out

your plan of attack … standing up

for what you believe … summoning

courage under fire.

Above all, Esther’s story is an inspiration.

“Throughout her life, she faced grave

dangers and formidable challenges,” says

Glaser. “However, despite these obstacles,

she managed to keep the faith and

persevere. The story of Esther is not about

miracles, but about a courageous woman

who used her intellectual and spiritual

resources to overcome adversity and,

ultimately, to triumph. What better role

model for women leaders today?”


Connie GlaserAuthor of Swim with the Dolphins and What Queen Esther KnewNational Spokesperson, Business Women’s Network

PDJ

“… the story is not about miracles,but about courage …”

Like many members of

McDonald’s top

management,

Lynn Crump-Caine began

her McDonald’s career as a

crew employee in her

hometown of Portsmouth,

VA. Now, as Executive Vice

President,Worldwide

Operations & Systems, she

oversees global operations,

equipment systems, training, learning and development and

restaurant innovation. She is McDonald’s highest-ranking

African-American female executive.

A 29-year veteran of the McDonald’s system, Crump-Caine

believes her professional advancement at McDonald’s is equally

attainable for other young African Americans looking towards

McDonald’s for crew and management opportunities.

“My long-term association with McDonald’s, having risen from

the ranks of crew to the executive office, has been a gratifying

journey,” says Crump-Caine. “I’m delighted to be a part of the

McDonald’s team, and am pleased that McDonald’s has and

continues to provide such a breadth of opportunity to

America’s youth.”

Previously, Crump-Caine headed the Worldwide Restaurant

Systems and U.S. Restaurant Systems teams, which included the

restaurant development, supply chain, menu management and

business research departments, in addition to the departments

currently within Worldwide Operations & Systems. Before taking

over U.S. Restaurant Systems, she served as the Group Vice

President, Operations, responsible for supporting the existing

restaurant operation and management systems.

As Regional Vice

President of the

Atlanta region, she

was responsible for 500 million dollars in sales from more

than 460 restaurants covering Georgia and portions of Alabama

and South Carolina. She has also served as Assistant Vice President

and Director of Training for McDonald’s global restaurants,

directing the activities of training development, mid-management

development and Hamburger University.

A proponent of active participation in the community,

Crump-Caine serves on a number of business and civic

organization boards herself, including the Goodman Theatre in

Chicago andWomen Looking Ahead News Magazine. She is also a

member of the National Association of Female Executives and a

contributor to McDonald’s Black Employee Network.

This year, Crump-Caine was named one of the 2003 “Influential

Women in Business” by The Business Ledger of Chicago, in

association with the National Association of Women Business

Owners (NAWBO). She received the McDonald’s President’s

Award, the highest honor given by senior management for an

employee’s performance, in 1995. She also received the Dollars and

Sense Outstanding Business and Professional Award in 1991.

Lynn Crump-CaineExecutive Vice President, Worldwide Operations & SystemsMcDonald’s Corporation

“… such a breadthof opportunity …”

The point is not to blend in, but to stand

out, says Ursula Burns of diversity in the

workplace. “Blending in may get you

by, but standing out propels you forward.”

It’s a sentiment that’s understood by

Xerox Corporation, where Burns is a

senior executive.

Burns, who started her career at Xerox as

a summer intern in 1980, has been a

standout at Xerox, rising steadily through

the ranks of the company. Now, as

president of Xerox Business Group

Operations, she reports directly to Xerox

chairman and CEO Anne Mulcahy and is

responsible for about 80 percent of

Xerox’s revenue, including product

engineering, product marketing,

manufacturing and other functions.

From 1992 through 2000, Burns led

several business teams, including the office

color and fax business, office network

copying business and the departmental

Ursula M. BurnsSenior Vice President; President, Business Group Operations

Xerox Corporation

PDJ



Orien Reid first came to the Alzheimer’s

Association seeking information. The year

was 1988, and her mother had just been

diagnosed with Alzheimer’s. Contact

with the organization, she said, became

her lifeline.

“It devastated me to watch the disease

destroy the beauty and mind of my

mother,” said Reid. “My mother’s

Alzheimer’s disease forced major changes

in my personal and professional life.”

During the six years Reid cared for her

mother, she learned more about the disease

and her knowledge of the issues facing the

families of Alzheimer’s increased. She

began organizing community activities and

counseling others as a way of paying back

some of the help she had received.

In 1992, the year her mother died, Reid

became a member of the association’s

national board. In 1998, she gave up her

26-year career as a Philadelphia TV

consumer reporter to become a full-time

volunteer for the organization. Several

years ago she became the chair of the

national board.

“My own personal experience with this

horrible disease reflects those of 19 million

Americans who have a family member with

Alzheimer’s disease. Our experiences,

combined with the knowledge that the

Alzheimer’s disease process begins in the

brain as many as 20 years before a person is

seriously impaired, have created our sense

of urgency.”

Whether or not you have a family member

with Alzheimer’s, you will be affected by

the disease’ epidemic-like growth. For

example, research suggests that 14 million

baby boomers in the United States will get

Alzheimer’s disease. This means that

Alzheimer’s poses a threat to Medicare even

before the baby boomers have all retired.

The cost to Medicare of treating people

with Alzheimer’s disease is

estimated to soar from $31.9 billion in

2000 to $49.3 billion in 2010, even though

Medicare does not pay for most of the

long-term care Alzheimer’s patients need.

“For the Alzheimer’s Association, research

is a key ingredient that will not only

support and enhance the care of people

affected by Alzheimer’s but, just as

importantly, spare future generations from

being ravaged by this disease.”

Thanks to champions like Orien Reid, the

fight against Alzheimer’s continues, and

public awareness is spreading. Researchers

are making major breakthroughs in

molecular, genetic, and epidemiological

research, and more effective treatments

and ways to prevent the disease are

within reach.

“Alzheimer’s disease is an epidemic, and we

simply cannot wait to do something about

it,” says Reid. “Getting families the help and

information they need, promoting early

diagnosis and advancing Alzheimer’s

research have become my

life’s passion.”

Orien ReidChair, National Board of Directors, Alzheimer’s Association

““…… wwee ssiimmppllyy ccaannnnoott wwaaiitt ……””

business unit. In May 2000, she was

named senior vice president, Corporate

Strategic Services, and most recently,

president of the Document Systems and

Solutions Group.

Burns received a Bachelor of Science

degree from Polytechnic Institute of

New York in 1980 and a Master of Science

degree in Mechanical Engineering from

Columbia University in 1981. She serves

on professional and community boards,

including PQ Corp., Banta Corp.,

Boston Scientific Corp., FIRST, National

Association of Manufacturers,

University of Rochester and The Rochester

Business Alliance.

When asked to cite the greatest challenge

facing women in the business over the

next five years, Burns suggests that it’s

not the fact that they’re a woman that

is an obstacle, but the tendency to shy

away from it.

“The female approach to success,

controversy, and problem-solving is

invaluable to the success of corporations.

As we become more pervasive, we must

maintain our identities as women, rather

than pursue the misapprehension that we

‘need to be more like men.’

“My mother told me long ago that where

you are is not who you are,” said Burns,

“Where you are is a circumstance that you

can change; who you are goes with you,

wherever you go.”

PDJ

“… we must maintain our

IDENTITIESas women …”

PDJ


Since joining Starwood Hotels & Resorts

Worldwide, Inc. less than two years ago,

Ana Mollinedo, Vice President of

Diversity, Communications &

Community Affairs, has been the catalyst

for real change. Under her guidance,

Starwood moved from 11th to 4th on the

NAACP Lodging Industry Report Card—

a measuring tool that helps guide

consumers on making decisions on where

to spend their dollars. Also within this

time, Starwood has instituted a minority

supplier program, and has been

recognized among the “Best Employer”

listings by periodicals like Hispanic

Magazine and DiversityInc.

Starwood has also launched its first-ever

Ethnic Marketing program, aimed at the

African-American market segment, and

introduced a Corporate Diversity Council

to accelerate changes in representation,

and a Cultural Community Council

to create stronger communication

between associates.

Mollinedo would be the first to tell you

that these changes are the result of having

support from the top down—a must

when you’re communicating with 110,000

employees worldwide.

“If you don’t have support from the top,

you’re somewhere in the middle trying to

push up,” says Mollinedo, “and spinning

your wheels.”

Originally born in Havana, Cuba,

Mollinedo is a seasoned veteran with over

16 years of experience in communication.

Prior to joining Starwood, Mollinedo

resided in Monterrey, Mexico where she

was responsible for Communications and

Investor Relations PR for Mexican-based

CEMEX Corporation. Her background

also includes experience with several non-

profit and minority-based organizations

including The Martin Luther King Center

in Atlanta, Georgia, where she was the

Managing Director responsible for the

day-to-day operations of the Center.

Mollinedo has degrees in Political Science

and History from Barry University, and an

MBA in Finance from Nova Southeastern

University. She serves on the advisory

councils of SAVOY Professional and The

New York Times, the American Hotel &

Lodging Association’s Diversity Council,

MultiCultural Foodservice & Hospitality

Alliance Board of Directors, and African

American Chamber of Commerce, among

others. She is a national spokesperson for

the Catalyst study, Latinas in the

Workplace: What Companies and Managers

Need to Know, and is an alumnus and

member of Leadership Atlanta.

Ana MollinedoVice President, Diversity, Communications & Community AffairsStarwood Hotels & Resorts Worldwide, Inc.

“… you must have support from the top …”

PDJ

Jeannie Diefenderfer’s passion for her

volunteer work at The International

Center in Manhattan is deep seated in

her childhood. This mother of two and

Vice President, Process Assurance for

Verizon not only serves as president

of the board for the non-profit

organization, but she devotes

considerable hours there every month

helping immigrants master the English

language—the kind of help that would

have smoothed her transition when she

arrived in America 29 years ago.

Back then, Diefenderfer was 13 years old,

and had just completed the 6th grade in

her native Seoul, South Korea when she

and her family immigrated to the U.S.

If she had any hang-ups about not

understanding the language in her new

land, they were further compounded by

being pushed three grades back—assigned

to a 3rd grade teacher—to learn English.

By the time she reached high school,

however, Diefenderfer had not only

mastered English but was thriving

academically and culturally. She

Jeannie H. DiefenderferVice President, Process Assurance, Verizon

Gloria Pace King is in the business of

improving the lives of others, and

inspiring others to do the same. It’s a

business in which she excels. As President

of United Way of Central Carolinas, Inc., a

$38 million health and human service

organization, King has worked diligently to

enhance her community’s quality of life

through a broad spectrum of civic and

community activities. Since assuming this

position in 1994, her focus has been to

increase money available to address critical

community needs—and she has succeeded,

increasing funds from $18 million to

$38.6 million in only eight years.

Magnifying the power of these dollars to

further help the community, she has not

only expanded the services United Way

funds, but extended its geographical reach

and revived local interest in giving. She has

implemented new initiatives that allow

United Way and its agencies to show more

donors the real difference their investments

make in our community.

“To be a professional in this field—and I

know this sounds corny because I know a

lot of people use this comment, but—you

only get your rewards one at a time,” said

King. “It’s the only way you can put them

in compartments small enough so that they

will make you get up the next morning and

go back and keep ‘plugging at it’.”

One midweek morning, the entire United

Way board of directors hopped aboard a

bus and rode into parts of Charlotte most

of the city’s residents never get to see.

They saw new libraries where abandoned

buildings once stood, safe havens where

adults were recovering from chemical

dependency, centers where children from

low-income families received quality

education, and agencies that helped feed

the hungry—improved neighborhoods

where, until only recently, one could not

get a pizza delivered. Gloria demonstrated

to community leaders how United Way and

its programs have truly improved the

quality of life.

“To see one individual whose life is

changed, or one family’s, one

neighborhood’s, or one community’s

that changes because of the kind of

work I do ... it is my ‘bottom line’—my

work, my children, my friendships, my

relationships—and, above all, who I am as

a person: whether or not I’m accountable,

whether or not I’m credible, and whether

or not my reputation will stand on its

own merit.”

Before beginning her career in nonprofit

management, King worked in the

healthcare field as a nurse and an

administrator, and served as President and

CEO of the Visiting Nurse Association in

Cleveland. She earned her MBA from

Baldwin-Wallace College in Berea, OH, her

BA from Cleveland State University and

RN designation at the St. Alexis Hospital

School of Nursing in Cleveland. She

received a certificate from the Center for

Creative Leadership in Charlotte.

She serves on many local boards, including

the Carolinas HealthCare System,

Charlotte-Mecklenburg Health Services

Foundation, CharlotteSaves, and the UNC

Charlotte Foundation, and is a member of

the Civic Lab Steering Committee for the

Collaborative Community Project’s

Community Building Initiative. King was

honored with the National Conference of

Community and Justice Humanitarian

Award in 2003, the PRSA Pegasus Award in

2002, the Frank C. Carr Memorial Award

from INROADS Charlotte in 1997, and was

named Woman of the Year in 1997 and

1999 by the Charlotte Post.

“... you get up the nextmorning and keep‘plugging at it’ ...”

PDJ


graduated fourth in a high school class of

900 and received full financial aid and

scholarship to Tufts University, where she

earned a degree in chemical engineering.

As a result, she has always determined to

help other immigrants assimilate into

American life, a determination

that led her to involvement with

The International Center. As she

puts it, “I cannot forget where

I came from, and I must

appreciate where I am.

“The Center helps immigrants make a

smoother transition to America,”

Diefenderfer says. “It certainly would

have expedited my assimilation into the

American culture if I had been aware

of its existence.”

Gloria Pace KingPresident, United Way of Central Carolinas, Inc.

“I cannot forget where I came from,

and I must appreciatewhere I am.”

PDJ


Dr. Michelle Crosby is described as the spark that lights the fire at

Starwood Hotels & Resorts Worldwide. Senior Vice President,

Organizational Capability for Starwood Hotels and Resorts

Worldwide, Crosby is responsible for development and

implementation of global people processes, organizational culture,

and change management.

Change is inevitable in corporations, and leading people through

change is what Crosby does best. In late 1999, she was brought

aboard after Starwood’s merger with the Sheraton and Westin

Hotel chains. At the time, Starwood was a $4 billion global

company with 120,000

employees and three

very different

corporate cultures.

“After the mergers with Sheraton and Westin Hotels, Starwood had

no basic organizational capability policies and procedures in place,

so the path before us was virtually unpaved,” says Crosby. She and

her small team have brought energy, focus and commitment into

developing “our strongest resource: People.”

The programs she has initiated have been cutting edge, in

particular her Leading Starwood executive development program,

which is proving to have a significant impact on the organization.

“While there are

many factors driving

this success, we

believe the

cornerstone of the

program’s evolution

is the buy-in of our

associates and

management team,”

says Crosby. In 2002,

a poll reported that

87 percent of all

Starwood employees

felt Starwood was a great place to work.

“Treat people as if they were what they ought to be,” quotes Crosby

of poet and philosopher Goethe, “and you help them to become

what they are capable of being.”

Crosby received her Bachelor of Arts in Psychology from Brown

University and both an MA and PhD in Industrial and

Organizational Psychology from the University of Connecticut.

Before joining Starwood, she served as Senior Vice President and

Director of the Northeast Region for Aon Consulting’s Human

Resources Consulting Group.

Michelle M. Crosby, Ph.D.Senior Vice President, Organizational Capability

Starwood Hotels & Resorts Worldwide, Inc.

“… help them to become what they are CAPABLE of being …”

PDJ

Nancy Lonsinger began her career at

Roche Diagnostics in 1995 as a Consumer

Segment Manager. From the very

beginning, she realized she had a lot to

learn, and yet within a year, Lonsinger was

well on her way to becoming one of the

experts. She combined her knowledge of

the consumer and the overall business to

produce results that would take the sales

and marketing teams to a new level.

When Lonsinger became a part of the

Diabetes Care Group, public awareness

for consumers and patients was still in its

infancy. Today, she actively leads a team of

talented people whose creative skills help

consumers make key health decisions in

the management of diabetes.

One of the most exciting things, she says, is

how the business quickly changes. “Since I

started my career with Roche, the diagnosis

criteria for diabetes has been modified,

reimbursement for testing supplies has

changed, and the number of people with

diabetes has doubled,” says Lonsinger.

“Additionally, the role that the patients

themselves play in diabetes management

decision-making continues to increase.

Such changes continue to present

new challenges.”

Nancy remains proactive in identifying

ways to meet the diverse needs of the

customers. She led the team responsible

for launching the first ever Accu-Chek®

television commercial last May featuring

Roche’s new Accu-Chek Compact® blood

glucose meter with a test drum that

eliminates the need for patients to ever

handle a test strip again.

As the rate of diabetes continues to grow

disproportionately within certain ethnic

groups, there is a heightened need to reach

Latino and African-American markets.

Nancy is currently leading a team that is

testing a church-based diabetes education

and management program in Indianapolis.

“The concept is easy. In a community

where the church plays an integral role in

someone’s life, we believe the church can

also help improve patient management

compliance and, therefore, health

outcomes,” says Nancy.

“… I feel good about what I do ...” Nancy LonsingerVice President of Marketing, Diabetes Care, Roche Diagnostics


When people in the

Washington, DC area

need help addressing

civic issues—whether

it’s energizing a

flagging economy,

inaugurating a

non-profit, or building

skills training

programs for city

students—it’s no

surprise they turn to

Marie Johns.

Marie Johns is President, Verizon Washington, DC and is

responsible for Verizon’s nearly $700 million operations in the

District of Columbia. For over 10 years, she has been one of the

most visible and engaged business leaders in the Washington

metropolitan region, lending her energies to a number of

government-sponsored, civic and cultural organizations.

Johns has worked to improve the District’s education system on

several fronts. As co-chair of the District’s Youth Investment

Council with the Superintendent of the DC Public Schools, Johns

was instrumental in securing a $10 million grant for DC Public

Schools to implement a School to Careers reform initiative. She

spearheaded formation of a spin-off program known as SEEDS

(Students Educated for Economic Development Success), securing

sponsorship within Verizon to train out-of-school youth for jobs

in the information technology industry. In addition, Johns served

as a director of a non-profit organization that provided funding

for every public school and library in the District of Columbia to

install high-speed Internet connections and local computer

networks as well as train teachers and library personnel.

Johns brought together committed members of business

organizations, educational institutions, non-profit entities and the

government to form the Washington DC Technology Council and

currently serves as its Founding Chair. In 2001, U.S. Department

of Energy Secretary Spencer Abraham appointed her to the

agency’s Electricity Advisory Board (EAB). She is also a mayoral

appointee to the National Capital Revitalization Corporation,

a $25 million public/private enterprise that facilitates revitalization

in underserved neighborhoods throughout the DC area.

Johns has focused much of her efforts on education and youth

because they represent an important investment in the future, she

said this spring at Indiana University’s School of Public and

Environmental Affairs while being awarded Alumna of the Year.

“Government

really cannot do it

all. The most

important role for

government is to

set a framework and then, wherever possible, allow private entities

to get the job done. When you look around for models of

communities that really work, one fundamental aspect is a thriving

partnership between public and private sectors.”

The recipient of numerous awards for her business and civic

leadership, Johns received an honorary Doctorate of Humane

Letters from Trinity College in May 1999. She was honored as one

of the Twenty-five Most Influential Black Women in Business by

Network Journal in April 2003, and in September, received the

Corporate Responsibility Award from Black Women’s Agenda for

her outstanding leadership. Johns earned her Bachelor of Science

and Master of Public Administration degrees at Indiana University

and completed her graduate management studies at Harvard

University’s John F. Kennedy School of Government and the

Darden Graduate School of Business Administration at the

University of Virginia. She is married to Wendell L. Johns, Vice

President of Multifamily Affordable Housing for Fannie Mae.

Marie C. JohnsPresident, Verizon Washington, DC

“… a thriving partnership between

public and private sectors ...”

PDJ

“I am very committed

to my career at Roche

Diagnostics because I

feel good about what I

do. Whenever I get

discouraged or tired, I

can always count on a

letter or email from one

of our customers telling

me how much our

products or customer

support have made a

difference in their life.

As a mother of a 3- and

5-year old, the letters

from parents of small children especially move me. When a

child is diagnosed with type 1 diabetes, it is a life-changing

event for the entire family. I am very happy and proud to say

in some little way, the work I do makes that change a little

easier to handle.” PDJ

Y ou’ve watched people do it—and maybe you’ve even doneit yourself. Set a goal, take

action, and make it happen. You’vealso seen people set a goal but take noaction. Nothing happens. What makesthe difference between these two kindsof people? Often, it seems that atsome point, in both personal andprofessional arenas, most people feelthe conflict between their goals andoutside influences. It’s as though theywant to go for it (whatever it may be)but there are things that are getting inthe way.

I have seen this situation affect—evencontrol—many people I have observedover the last twenty years, especiallywomen. Despite the progress womenhave made in the workplace today,there is still difficulty navigatingcorporate America with any sort ofcertainty or stability. And while thereare no “one-size-fits-all” answers, Ibelieve that there are strategies thatcan be used to help take control ofyour situation.

In order to truly drive your personalor professional agenda, you must be

able to deliberately and consciouslyidentify your intentions, narrow yourfocus, and commit to a plan of action.You’ve got to be able to stop at somepoint and just sit in the confidencethat you can make it happen.Furthermore, there is a dilemma thatexists, particularly for women, inmanaging the overwhelmingresponsibilities that can halt progresson achieving goals. It’s easy to getcaught in a cycle of day-to-dayresponsibilities, meandering throughlife without really making thingshappen for yourself to the extent thatyou could, and more women than I’dcare to admit experience this as theirreality. So how do you break thecycle? How do you maintain a balancebetween obligation and responsibilityand still accomplish things that havesignificance to you? Based on whatI’ve seen, I think there is an approachthat individuals can take that putsthem in control of their destiny, whilestill being able to factor themselvesinto the equation. Intent, Focus, andPlan: three steps that will help youmove towards the outcome you wantwith purpose.


By Audra BohannonSenior Vice President

Novations/J. Howard & Associates

“How do you

maintain a balance

between obligation

and responsibility

and still

accomplish

things that have

significance

to you?

Intent, Focus, and

Plan: three steps

that will help you

move towards the

outcome you want

with purpose.”

For women, often the difference between success and failure ishow they deal with day-to-day distractions. The simple strategy

that can help us see past the outside influences that keep usfrom getting ahead.

Winning theConflict

withYourself


You’ve got to establish your intent—deliberately stating what it is that youmust do. There’s a clarity that comeswith consciously identifying the realgoal. And your real intent is ofteninextricably linked to your values andbeliefs. If you can see the intent tied tothe things that you value, you’re morelikely to take the necessary steps to getthere. Once you’ve established what

the intention is, it becomes easier tobring things into focus.

The next step is to focus. The focusneeds to be directed towards the time,energy, resources and attention thatyou are investing to shape your plan.It’s a selective focus—you’ve got toprioritize the things that are directlyrelated to achieving your goal.

Focusing reallyhelps to minimizedistractions.Those distractionscan be relation-ships, internalnoise, orexternal pressures.Distractions donot necessarily

Audra Bohannon is a prominent speaker andauthor on topics facing women and people ofcolor whose work has been featured inAtlanta Woman, Oprah and Essence magazines.For more information, contact Pat FitzGerald,Marketing Communications Manager,Novations/J. Howard & Associates, [email protected].

Audra Bohannon: Winning Conflict With Yourself

have to be negative. Often, they arethings that have been incorporatedinto your daily lifestyle that, onceyou’ve committed to your intendedoutcome, serve only to get in the way.The probability that you will makeyour intent a reality increases with thelevel and specificity of the focus youdevote to it.

Once you’ve explicitly articulated yourintent, and have focused your efforton making it a reality … the next stepis the real nuts and bolts. Plan—planthe actions that you will have to takein order to actually live it out. Ifyou’ve identified the intent and trulyshaped your focus, the plan becomes astep-by-step blueprint for makingyour dream a reality.

So whether it’s to get that promotion,step out and open your own business,or simply to learn something new,women and men alike have astrategy—a road map to follow inorder to make things happen.Deliberately state your intent,selectively focus your time and energy,and create a plan to achieve that thingthat is important to you.

PDJ

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Subscribe Today.

Exceptional performance is driven by exceptional people—workingat a place where they can leverage their experiences, strengths andperspectives. At JPMorgan Chase, we’ve created an environmentwhere everyone can reach their fullest potential. Our people buildstrong networks, meet new challenges head-on, grow their careersand take themselves—and our firm—to new heights.

©2001 J.P. Morgan Chase & Co. All rights reserved. J.P. Morgan Chase & Co. An Equal Opportunity and Affirmative Action Employer M/F/D/V.JPMorgan Chase is a marketing name for J.P. Morgan Chase & Co. and its subsidiaries worldwide.

takes you places


Coaching can improve personal effectiveness for

those individuals who see value in having a

confidential partner to prompt them to stay

focused, make more savvy decisions, balance

work/life choices and achieve their highest

potential. This phenomenon, once utilized primarily by white

male executives, is now reaching into more diverse populations.

It provides strategic guidance to help strong performers better

navigate their careers.

Since its inception in the 1980s, coaching has offered top

performers in the corporate world a powerful career

enhancement tool. For years, the best performers in the sports

arena have used coaches. Built on the concepts of forward

motion and accountability, coaching helps individuals think and

act more strategically while improving their leadership, problem-

solving, decision-making and communication skills.

However, even though African-American, Latino and Asian faces

have been appearing in high-ranking positions, the benefits of

coaching have not been utilized by these groups as frequently

as by their white male colleagues. Because coaching is

infrequently discussed outside of personal relationships, many

diverse employees may not be aware of the advantages it can

provide. Skepticism, comfort with the status quo and already-

packed schedules often discourage busy professionals from

investigating the coaching option. Misconceptions about the

motives and purpose of coaching also claim potential candidates,

but converts are beginning to employ the service. Educating

diverse candidates about the benefits of coaching is especially

important because the fast track can sometimes appear, and

often actually is, a closed system full of subtle inequities.

Antoinette Thomas, a senior manager in the highly competitive

global telecom solutions industry, relies on her coaching

sessions to provide the constructive criticism and candid

feedback that can help her to see situations from different angles.

“You have to learn to look at the landscape and see what

possibilities exist. My coaching experience has really helped me

to see outside of myself and taught me to leverage my strengths.

I just wish that some of the young women who are going into the

corporate environment could find a way to learn some of these

lessons earlier than I did.”

HHooww CCooaacchhiinngg WWoorrkkssCoaching is best described as a collaborative professional

relationship. Almost exclusively, highly motivated top performers

have utilized it. Coaching sessions provide structure for clarifying

personal and professional goals as well as weeding out the

behaviors that can limit performance. In each meeting, the client

chooses the discussion’s focus. The coach listens and contributes

observations and questions. The coach helps the client identify

what “success” means for the specific situation the client is faced

with at that moment. This kind of interaction not only creates

clarity, it also moves the client into action. Coaching is designed

to accelerate the client’s progress toward his or her goal by

providing focus and awareness of choice. Action planning helps

the client remain accountable for closing the gap between where

they are now and where they want to be.

Coaches working with African-American, Latino and Asian

candidates focus on these issues, but they also contribute insight

into the political undercurrents and subtle differences candidates

may face in the corporate environment. Wendy Manning, a

COACHING

By Dr. Mary Stewart PellegriniPrincipal, Stewart Management Group, LCC

What a personal trainer can be to your body, a coach can be to your work performance.

So why do so few minority executives utilize this tool?

The Changing Landscape


director of Internet communications, discovered a unique

advantage to her situation as an African-American female

executive in a male-dominated industry.

“After my coaching sessions, I realized that the cool part about

being outside of the system is that I am already tuned in to how

other cultures do things differently than I do. One example was

that, in my organization, I noticed how some folks would always

ask questions in front of our CEO, whether it was a smart

question or not. While I was thinking, ‘Why would someone ask

something so simple?’ the reality was that the CEO remembered

the person who stood up. Without my coaching experience,

I don’t know that I would have stopped to examine and

understand that situation. Now I can see ways to use what I learn

to my advantage.”

SSeelleeccttiinngg AA CCooaacchhFor those who are interested in exploring a coaching

relationship, there are many things to consider before

committing to one person’s program. According to recent

estimates, there are 20,000 coaches currently practicing in the

United States alone (Washington Post, 6/03). The large numbers

of coaches can be partially attributed to the lack of standards or

regulatory bodies within the coaching industry, so it is important

to make sure that your coach can provide the service and support

you need. Some characteristics of an effective coach include:

• Push-back-ability—your coach has an obligation to provide

you with accurate feedback even if (and especially if) it is not

what you want or expect to hear. The only useful feedback is

honest feedback.

• Strategic thinker—given the complex political climates and

harrowing journeys many of us encounter on our way up the

corporate ladder, a coach is an additional weapon in your

arsenal, helping you to see situations from all sides and

re-frame problems as opportunities.

• Practical planner—coaching is all about action and moving

your career forward, so your coach needs to have a knack for

working with you to identify your best next step.

• Knowledgeable and experienced—a coach with broad

experience in several industries, who has worked with clients

at several organizational levels and who has benefited from

coaching him- or herself, could be a very valuable resource.

A coach is, above all, a confidant; ascertaining your comfort level

and chemistry with a potential coach is the most important

aspect of the interview process.

CCrreeaattiinngg YYoouurr OOwwnn RReeaalliittyyCoaching is most frequently sought out when people are in a

professional transition, seeking a new life balance or just needing

to create new outcomes for current situations. While some may

dismiss coaching as the latest fad or buzzword, the sheer number

of participants and reported positive results are proof enough

that there is a hunger for this type of service in today’s corporate

environment. Far from being a personal “Ask Jeeves,” or someone

who will provide directives, coaching gives its participants the

means of addressing the question, “How can I be personally

responsible for creating my reality?”

Through the process of coaching, individuals deepen their

learning, improve their performance and enhance their quality of

life. For top performers of various backgrounds, coaching offers

a way to speed the learning curve and avoid pitfalls on the road

to success—making sure that the path through the corporate

maze is a little easier to navigate.

Dr. Mary Stewart Pellegrini is principal of Stewart Management Group,LLC, and speaks at conferences, seminars, and business retreats on thesubject of executive coaching and its importance for diverse professionalsat all organizational levels. For more information, contact Sara Henry at773-394-8880.

“My coaching experience has really helped me to

leverage my strengths. I just wish that some of the

young women who are going into the

corporate environment could find a way

to learn some of these lessons earlier

than I did.”Antoinette Thomas

Dr. Mary Stewart Pellegrini: Coaching

PDJ


There is nothing like the

holiday season (coming

earlier each year, it seems)

to remind us that, as

Calvin Coolidge (30th

President of the United States) once said,

“Business is the business of America.”

There is always money to be made at

holiday time when it seems our cultural

icons are for retail sale in endlessly

imaginative forms. U.S. versions of

Halloween, Christmas, Valentine’s Day,

etc., are rapidly penetrating the world

markets and either replacing local

versions, if such exist, or being inserted

whole cloth into the cultural fabric of new

regions and countries. For the Yankee

trader, if it sells, it sells, and we will flog it

until it sells. Some may see this as cultural

exchange, but there is little exchange to be

seen. In market terms, it is more akin to

dumping than to exchange.

Icons for saleAt the risk of being the Grinch who at

least seems hell-bent on stealing

Christmas, I want to focus our

attention on the blatant contradiction in

the U.S. concept and practice of diversity.

We pride ourselves on promoting diversity

while we systematically destroy it. If we

look at the domestic scene, it is true that

U.S. cultural groups do make efforts to

preserve their heritage from the flood of

media culture eroding their foundations.

But the dominant influence is so strong

that what is “ethnic” too easily becomes

quaint and cute rather than contributing

its potential influence to who we are as a

people of peoples.

When it comes to employment and

organizations, the focus of U.S. diversity

efforts has been economic opportunity.

Economic opportunity and leveling the

playing field to achieve it are essential

diversity goals. They extend America’s

values of fairness and justice to the full

Many Americans don’t understand whymuch of the world currently views their nationas the greatest threat to world peace. Howwould they understand, then, that it is seen asthe greatest threat to diversity as well?

Dr. George F. SimonsPresident

TTHHEE GGRRIINNCCHHTTHHAATT SSTTOOLLEE

OOUURR CCUULLTTUURRAALLDIIVVEERRSSIITTYY

The Changing LandscapeGeorge Simons International


population. It is interesting, however, that

for many years now those of us involved

with diversity consulting and training—

whatever our personal motivation—have

been increasingly constrained to focus our

energies on trying to convince the

business world that the ultimate reason

for supporting diversity lies in the

“bottom line benefits” to organizations

who implement its best practices. These

benefits are also real, but exploiting

diversity in this fashion ought not to be

confused with encouraging group

cultures, beliefs, and practices to flourish.

Diversity, American style, is not about

protecting and promoting group culture

any more than slash-and-burn is about

protecting the rainforest.

Diversity as commodityReligion and moral values being private

affairs in the United States, the validation

for diversity is that it makes money. If it

makes money, it resonates with the key

U.S. values of money and property. If

it can be sold, it should be sold. Yes,

diversity may be the right thing to do, and

the threat of compliance may be hidden

somewhere in the background, but

business, unless driven by other values,

would rather ignore these factors or even

let them erode—they smack too much of

cost instead of profit. With the exception

of a few outstanding and outspoken

business leaders, morality, justice, and the

ethical and cultural imperatives for

diversity initiatives tend to be carefully

hidden in order to make diversity

palatable to stockholders and

stakeholders. Diversity then becomes a

saleable commodity to U.S. organizations

and an industry has developed around it

to serve domestic consumption and, more

recently, to export it worldwide.

While diversity initiatives are sometimes

called “cultural diversity,” there is often

little about them that is cultural beyond

token ethnic cafeteria offerings and the

occasional X (you define the X) -pride

day. Making it into the mainstream for

non-mainstream folks has largely meant

adopting the values, beliefs, behaviors and

icons of the dominant culture. As many

Europeans have noted, almost from the

beginning, diversity in the USA is just

another, more subtle form of the “melting

pot.” Now, in the post 9/11 xenophobia,

the “golden door” is not completely shut,

but it takes a lot of effort and some luck

to squeeze through with a visa.

Cultural diversity and biodiversityIt is enlightening to compare what is

going on between people diversity and

environmental or biodiversity.

Environmentalists have been vociferous

about protection of the natural

patrimony of virgin terrain, rainforests,

and the like, both domestically and in

collaboration with native peoples

elsewhere for whom these habitats are

important for survival. They were quick to

point out, for example, that the power

blackouts of the past year should not be

seen as a carte blanche invitation to exploit

more natural reserves, but rather

demanded significant investment in the

infrastructure and distribution networks

of our existing power resources. Of

course, exploiting natural resources is a

more immediately profitable venture than

investing in infrastructure. It is certainly

more appealing to investors and business

interests, as the margins are simply a lot

better in the short term. If some people

want to protect their national or regional

patrimony, they face the daunting

manifest destiny of business.

The point of this comparison is that, just

as tribal peoples face an almost impossible

challenge in defending their environment

and its biodiversity from despoliation,

most of the world—whatever its stage of

economic development—faces the same

challenge of protecting itself when it

comes to its culture. In this case it is

likewise a matter of erecting defense

systems where boundaries are far

more permeable. Culture travels, via

electronic and print media, and is

constantly being marketed as a part of

products and their functions. All trade is

trade in culture as well as commodity.

Attempts have been made to stem

unwanted aspects of this flow, and getting

around them becomes a fine art. A decade

ago when I worked regularly in Indonesia,

U.S. expatriates in the oil industry used to

thwart the national ban on importing

rock music and videos by hiding cassettes

in Kotex boxes and ham tins—places where

any self-respecting Muslim customs officer

would be reluctant to put a hand. Cultural

restrictions by other governments, then as

now, are loudly decried by Americans as

censorship, restraint of trade, restrictions of

free speech, and violations of human rights.

“For the Yankee trader, if it sells, it sells, and we will flog it

until it sells. Some may see this ascultural exchange,

but there is little exchange to be seen.

In market terms, it ismore akin to dumpingthan to exchange.”

George F. Simons Stealing Cultural Diversity

continued page 110


mployers committed to a diverse

workforce and a positive work

environment must not only

identify and implement diversity “Best

Practices,” but must also be vigilant in their

efforts to comply with fundamental legal

obligations, including the prohibitions

against sex discrimination and harassment.

Forty years after the enactment of Title VII

of the Civil Rights Act of 1964 (“Title

VII”), and eight years after the Glass

Ceiling Commission identified barriers to

the advancement of women in the upper

echelons of corporate America, sex

harassment and discrimination remain

major impediments to achieving a diverse

and inclusive workplace. According to

Ellen Bravo, Executive Director of 9to5

(National Association of Working Women),

sexual harassment remains the most

predominant source of complaints from

working women. See “Dial Facing Sexual

Harassment Suit,” Washington Post (Kirstin

Downey Grimsley, Jan. 25, 2002). A major

corporate workplace that seeks to achieve

diversity and inclusion will fail miserably if

sex discrimination is not rooted out.

Moreover, credible sex discrimination

cases, especially class action lawsuits, can

be extremely embarrassing to major

corporations, and can severely damage the

corporate brand and company reputation,

as well as shake investor confidence and

undermine employee, community, and

consumer good will. In short, the potential

for severe damage that a well orchestrated

and highly publicized class action sex

discrimination lawsuit—with emotionally

charged factual allegations—can bring to a

major corporation cannot be overstated.

Over the past several years, major

corporate employers have faced increasing

numbers of these cases. In 2002,

employees filed approximately 84,440

discrimination charges with the Equal

Employment Opportunity Commission

(“EEOC”). Of those charges, sex

discrimination claims were among the

most common types of complaints (second

only to race discrimination claims).

Indeed, in 2002, approximately 25,530

charges filed with the EEOC alleged

sex/gender discrimination. These trends

may reflect increased awareness by women

employees, greater interest in potentially

lucrative verdicts or settlements by

plaintiffs’ attorneys, and, frankly, a

continuing pattern of unacceptable, if

not unlawful, conduct by companies as

more women enter and ascend the

corporate ranks.

ANTI-DISCRIMINATION PROTECTION OF WOMEN Federal, state, and local laws all prohibit

discrimination and sex harassment of

women in their employment. Sex

discrimination is covered by Federal laws,

including Title VII, which prohibits

discrimination based on sex; the Equal Pay

Act of 1963,1 which makes it illegal to

discriminate against women concerning

salary or wages; and the Pregnancy

Discrimination Act of 1978, which

prohibits discrimination on the basis of

pregnancy, childbirth, and related medical

conditions and health benefits.

Prohibitions on sex discrimination refer

to treating any employee or employees

differently because of their gender, when

such treatment affects the “terms or

AA NN DD TT HH EE

FORTY YEARS AFTER THE ENACTMENT OF TITLE VII OF THE CIVIL RIGHTS ACT,SEX HARASSMENT AND DISCRIMINATION REMAIN MAJOR IMPEDIMENTS TO

ACHIEVING A DIVERSE AND INCLUSIVE WORKPLACE

WOMEN

Weldon H. Latham, Senior Partner

WORKFORCE

Legal BriefingsHolland & Knight LLP

E

1Many major corporations realize the importance of assessingthe equity of their compensation practices in order to respondto challenges from employee plaintiffs or Federal agencies, suchas the Office of Federal Contract Compliance Programs.


conditions of employment.” “Terms or

conditions of employment” has been

broadly interpreted by the courts to include

just about anything reasonably relating to

someone’s employment, position, pay, title,

hours, vacation, discipline, retirement,

leave, and most other benefits. Another

prohibited and extremely problematic form

of sex discrimination is sex harassment.

According to the EEOC, “unwelcome

sexual advances, requests for sexual favors,

and other verbal or physical conduct of a

sexual nature constitutes sexual harassment

when submission to or rejection of this

conduct explicitly or implicitly affects an

individual’s employment, unreasonably

interferes with an individual’s work

performance, or creates an intimidating,

hostile or offensive work environment.”

In 1986, the Supreme Court clearly

expanded the coverage of Title VII when it

ruled that sexual harassment was explicitly

prohibited by this statute.

Many state and local jurisdictions have

enacted even stronger sex discrimination

laws with broader coverage and greater

penalties than the expanded Federal

authority. For example, although Federal

law does not recognize discrimination

on the basis of a person’s marital status

(married, single, separated, divorced or

widowed), a number of state laws currently

do. Additionally, specific small employers

not covered by Title VII2 fall within the

jurisdiction of certain state and local laws.

DEVELOPMENTS IN CLASS ACTION LITIGATION Recent cases illustrate how the courts

are responding to persistent problems of

widespread allegations of workplace sex

discrimination, and a growing willingness

to grant class action status to plaintiffs

alleging sex discrimination and

harassment, against large corporations that

appear to fail to protect their employees.

In April 2003, Dial Corporation settled

multiple sexual harassment claims for

$10 million following an EEOC lawsuit.

The EEOC filed the suit on behalf of Dial

female employees who alleged sexual

harassment at its Montgomery, Illinois

manufacturing facility. The lawsuit

contained salacious allegations, including

threats, propositions, and physical assaults

on female employees. The EEOC alleged

that harassment occurred in the presence

of supervisors who

did nothing, and

that supervisors

themselves also

engaged in unlawful

harassment. The

EEOC also found

that discipline for

sexual harassment

was either non-

existent or totally

ineffective. When a

Federal judge ruled

in August 2002 that

the Dial suit could

proceed to trial as a

class action, the

decision opened the possibility that

numerous Dial employees would take the

stand and tell their troubling stories

alleging that the company failed to correct

a seriously hostile work environment.

In September 2003, class action status was

again granted in sex discrimination and

harassment lawsuits against both

Combined Insurance Co. of America

and the Denver Mint. The case against

Combined Insurance involved thousands

of female employees who allege they are

being discriminated against in their

opportunities to earn commissions and

promotions, and that they are the victims

of retaliation—being sexually harassed and

intimidated in an effort to prevent them

from initiating or pursuing legal action.

In the case against the Denver Mint, the

judge ruled that complaints of sexual

harassment from 32 female employees can

proceed as a class action lawsuit on behalf

of all 126 female employees. Clearly, the

ability of plaintiffs to exponentially

multiply the number of complainants

through class action certification makes

these determinations a substantially greater

risk to employers than those instances

when employees are limited to suing on

their own behalf, not to mention the

concomitant indirect negative financial,

reputational, and adverse brand

consequences that can result from the

courts by determining that class action

status is appropriate.

LESSONS FOR CORPORATE EMPLOYERSGiven the significant business and financial

consequences arising from credible and

well publicized sex discrimination

litigation, major corporations are

well-advised to make every effort to

eliminate an atmosphere where sex

discrimination even appears to be tolerated

in the workplace. Obviously, any company

faced with these types of issues should

consult legal counselors with particular

expertise in these types of matters, but the

following steps may well be appropriate to

2Employers with fewer than 15 are not covered by Title VII.

“The potential for

severe damage that a

well orchestrated and

highly publicized class action

sex discrimination lawsuit—

with emotionally charged

factual allegations—

can bring to a major

corporation cannot

be overstated.”

Weldon Latham

“The potential for

severe damage that a

well orchestrated and

highly publicized class action

sex discrimination lawsuit—

with emotionally charged

factual allegations—

can bring to a major

corporation cannot

be overstated.”

Weldon Latham

continued page 110

Holland & Knight LLP Women and the Workforce

minimize the risk of sex discrimination

and harassment claims:

(1) Company Policies and Procedures:

Ensure that effective, well-

communicated, up-to-date sexual

harassment and other EEO policies

and practices are in effect that comply

with Federal, state, and local require-

ments, and that the company has stan-

dard and uniform methods for docu-

menting personnel actions, including

hiring, promotions, discipline, termi-

nation, and internal investigations as

required based on allegations brought

to the company’s attention.

(2) Effective Internal Complaint

Processes: Ensure that the company

maintains effective internal complaint

processes, i.e., all employees are aware

of how to report and file a complaint;

all complaints are investigated

thoroughly in a timely manner;

retaliation against employees for filing

complaints is emphatically forbidden

and violations are strictly enforced; and

when misconduct is substantiated,

appropriate, swift and consistent

discipline is appropriately

administered.

(3) Monitor Workplace and Workforce

Practices: Gather and monitor

informal and formal complaints to

help promptly identify and remedy

any potential problems areas

or vulnerabilities.

(4) Employee Training and Education

Programs: Conduct thorough and

comprehensive training and education

programs for all employees, especially

managers, as relates to the company’s

policies, applicable laws, prohibited

conduct and the company’s practices as

relates to violations related thereto.

(5) Prompt Response to Significant

Allegations: Promptly and effectively

address any actual, perceived, or

potential gender inequities, before

they grow into significant employee

group complaints.

While there are no actions guaranteed to

insulate a company from employment

discrimination allegations, prudent major

corporations will seek to enhance diversity

and inclusion, and minimize legal and

business exposure, by implementing the

types of actions set forth above. Each

of these practices are intended to work

together and complement each other in the

development of a comprehensive program

to encourage a positive work environment.

Weldon Latham is a Senior Partner and PracticeGroup Leader of the Holland & Knight LLPCorporate Diversity Counseling Group. He servesas Counsel to the Coca-Cola ProcurementAdvisory Council; Chair, Deloitte & Touche LLPDiversity Advisory Board; and General Counsel,National Coalition of Minority Businesses.www.hklaw.com.

Special thanks to Paul Thomas and Sylvia Jamesfor their assistance in this article.

Beneath the self-righteous rhetoric, the

real problem is that they keep us from

making another buck abroad.

Cultural policyA universal declaration of UNESCO

(United Nations Educational, Scientific

and Cultural Organization) in 2001

asserted that, “Cultural diversity is as

necessary for the human race as

biodiversity is for the survival of living

things.” Smaller cultures generally have

no way of resisting the onslaught. They

shrivel and disappear into natural history

museums. Resistance on the part of

religious groups to cultural invasion as in

numerous Muslim areas today is too easily

dismissed by the U.S as fundamentalism

or despotism. More and more cultures,

like natural environments, are rendered

increasingly fragile and eventually

destroyed by the American media and

marketing feeding frenzy. What little is left

after this flood is often a caricature or an

Epcot version of the original culture,

which can then be marketed as a cultural

commodity as if it were the real thing.

In a few places such as Quebec, France,

and Croatia, policymakers are attempting

to put teeth into defending indigenous

culture by promoting laws and providing

subsidies that protect the cultural

patrimony from the juggernaut industrie

hollywoodienne and encourage

development of local culture and the arts.

UNESCO-sponsored legislation is coming

into force shortly to stiffen this resistance,

though one suspects “too little, too late.”

Americans find it incomprehensible that

much of the world currently sees the U.S.

as the greatest threat to world peace. It

will be even more shocking to hear that

the U.S. is the world’s greatest threat to

diversity. This is a paradox in which

America would do well to understand

rather than resist or dismiss, because it

speaks to what is happening domestically

as well as around the world. Globalism

promises much. But the challenge is to

avoid the brutal marginalization of

cultural variety and instead encourage

rich and diverse forms of cultural

expression that are still vital. It calls us to

integrity around the concept and practice

of diversity that we have so well

enunciated in the past two decades.

Dr. George F. Simons is President of GeorgeSimons International (GSI) and an interculturaland diversity specialist. His most recent work isPutting Diversity to Work (2003, CrispPublications, Inc.) with Simma Lieberman andKate Berardo. He writes from Europe, where heis involved in the development of interculturalmedia and online initiatives. For more information, visit www.diversophy.com or by email at [email protected].

women and the workforce Continued from page 109 Holland & Knight LLP

grinch Continued from page 107 George F. Simons

PDJ

PDJ


Profiles in Diversity Journal | Nov/Dec 2003

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