In 2003, the representatives of LeasePlan USA's top customers were mostly women, as was the majority of the company's employees. However, men represented a large majority of top managers at the company, reflecting the old-boys network type culture that dominated the fleet industry. New leadership decided to change this and provided career counseling to women, revised reward systems to focus on performance instead of seniority, and replaced some existing managers. Two years ago, only one of seven top executives was a woman. Now, three of the top eight executives are women. The company's new chief executive claims that these changes are motivated by strategy rather than political correctness. He says, "LeasePlan doesn't build anything.. Our sustainable competitive advantages are people." LeasePlan now also implements a development program catered specifically for female employees. The program includes skills assessments, career guidance, communications, brand building, and panel discussions with female executives from other companies. LeasePlan's efforts have yielded very positive results in a short period of time. For example, a 2006 survey showed that 35 percent of women agreed that "management supports my efforts to manage my career," which was improved the following year to 47 percent. A growing percentage of women also feel that their opportunities are growing-increased to 30 percent from 22 percent. Gerri Patton, Director of Client Activation, says the program helped her become more confident and outspoken. The 23-year LeasePlan veteran encourages her female subordinates to apply. "I wish I would have done that program 10 or 15 years ago, she says, there is no telling where I would be the sky would have been the limit.  Which of Thomas generic action options for managing diversity is most illustrated in the case. Explain briefly.