COMPANIES FOR
DIVERSITY
tions. By tying compensation to the achievement of diversity goals, all management in the
company knows that we are serious about our
commitment to diversity.
HOW INVOLVED MUST YOU BE IN THE
PROCESS OF DIVERSITY MANAGEMENT TO ENSURE THAT IT DOES NOT
LOSE TRACTION?
Weldon: As the
chairman and
CEO, its incumbent upon me to set
the example and
demonstrate inclusive behavior in
everything I do … I
also believe that
with the diversity
and inclusion
strategies developed
by our Office of
Diversity &
Inclusion, which
reports directly to
me, we are address-
ing the areas where we can excel in the workplace and marketplace.
William C. Weldon, chairman and
CEO, Johnson & Johnson
Salzberg: The CEO must be totally
involved. Here at the Deloitte U.S. firms, I
am one of many companywide diversity
champions. It requires my personal presence
to lead by example … With such programs
as the Breakthrough Leadership Program,
Business Resource Groups and our Efficacy
Training Program, we aim to provide real-life
experiences that stretch people’s capabilities
while helping them learn from others.
Wilson: The CEO must be a cultural and
spiritual champion for diversity. In addition,
we need to focus on the day-to-day operational
actions that provide our employees with
respect and dignity and inclusive of an environment where we can all succeed.
Lanni: I believe leadership must set the tone
and the example … We maintain transparency in this work and annually hold a public
meeting to report our performance in human
resources, purchasing, construction, sales and
marketing, and philanthropy. Through this
report, we hold ourselves accountable—to
our employees, shareholders, communities
and guests.
Kovacevich: I believe this is my personal
responsibility. I’m at the table with managers
discussing succession planning, and we specifically look at diverse, high-potential executives
who may be in future leadership roles. I meet
with our Corporate Diversity Council twice a
year to talk about what is working and develop
programs to improve our performance. I also
meet with regional diversity councils and
team-member affinity groups.
Solso: I think the CEO has to be very
involved, both visibly and systemically …
[many] efforts fail
because diversity
initiatives are fre-
quently a low pri-
ority … Real
progress will come
when business and
community leaders
together make
diversity one of
their highest priori-
ties. Anything less
will not succeed.
Macedonia: I
continue to make
myself available for
integral involve-
ment in the programs and communication
about our diversity commitment. Dr. Rohini
Anand, Sodexho’s chief diversity officer, reports
directly to me.
Tim Solso, chairman and CEO,
Cummins
Clark: I have found that if I regularly inquire
… the focus increases and things move forward. We also recently put in place a
Chairman’s Global Diversity and Inclusion
Leadership Award. This award is given annually and recognizes individuals and teams whose
diversity and inclusion leadership produces
competitive advantage. Our first year we
