SPOTLIGHT ON WOMEN IN LEADERSHIP Spotlight ARTWORK Janet Echelman, Target Swooping Down..,Bullseye 2001, hand-knotted nylon lace net, 140' x 140 x 90 Madrid, Spain Great Leaders Who Make the Mix Work 68 Harvard Business Review September 2013HBR.ORG Boris Groysberg is a Katherine Connolly professor of business works in the organizational administration in the behavior unit at HBS. organizational behavior unit at Harvard Business School and the coauthor, with Michael Slind, of Talk, Inc. (Harvard Business Review Press, 2012). Twenty-four CEOs on creating diverse and inclusive organizations by Boris Groysberg and Katherine Connolly B BUSINESS LEADERS SEND a powerful message when they demonstrate a commitment to diversity and inclusion that goes beyond rhetoric. But how does diversity make its way to the top of a CEO's agenda? To find out, we interviewed 24 CEOs from around the globe who ran companies and corporate divi- sions that had earned reputations for embracing peo- ple from all kinds of backgrounds. These executives represented a wide range of industries and regions, PHOTOGRAPHY: COURTESY OF ENRIQUE DIAZ as well as different stages on the journey to creating an inclusive culture. Our goal was to understand not only why they had made diversity a strategic priority but also how they executed on their goals and what that meant to the organization and its practices. September 2013 Harvard Business Review 69SPOTLIGHT ON WOMEN IN LEADERSHIP The CEOs we spoke with did not see diversity as The Role of Personal Experience a once-and-done initiative, nor did they hand off the A CEO's commitment often arises from his or her own responsibility for it to others. Rather, each of the 24, understanding of what it means to be an outsider. in his or her own way, approached inclusivity as a Take Andrea Jung of the personal-care-products personal mission. When we asked these executives firm Avon. (Note that Jung, like a number of other why advancing diversity in their organizations was CEOs we talked with, has stepped down since our so important to them, the aggregate answer was interview with her.) Describing her career, she said: twofold: They believed it was a business impera- 'I was often the only woman or Asian sitting around tive because their companies needed it to stay com- a table of senior executives. I experienced plenty of petitive, and they believed it was a moral imperative meetings outside my organization with large groups because of their personal experiences and values. of executives where people assumed that I couldn't As Mikael Ohlsson of the Swedish home-products be the boss, even though I was." MasterCard's CEO, company IKEA put it, "My leadership on diversity Ajay Banga-a Sikh from India who was hassled in is vision-driven from a business point of view and the United States after 9/11-shared something simi- value-driven at the foundation." lar: "My passion for diversity comes from the fact These CEOs spoke forcefully about diversity as that I myself am diverse. There have been a hundred an advantage. Paul Block of the U.S. sweetener man- times when I have felt different from other people ufacturer Merisant pointed out, "People with differ- in the room or in the business. I have a turban and ent lifestyles and different backgrounds challenge a full beard, and I run a global company-that's not each other more. Diversity creates dissent, and you common." need that. Without it, you're not going to get any Carlos Ghosn of Nissan Motor Company told us deep inquiry or breakthroughs." Or, as Jonathan how bias had affected his own family. "My mother Broomberg of the South African insurer Discovery was one of eight children," he said. "She used to be Health put it, diversity is "a source of creativity and a very brilliant student, and when the time came to innovation." go to college, she wanted to become a doctor. Unfor- A diverse workforce also prevents an organiza- tunately, her mother had to explain to her that there tion from becoming too insular and out of touch was not enough money in the family, and that the with its increasingly heterogeneous customer base. money for college was going to the boys and the girls Many of the CEOs asserted that it is crucial for a would instead have to marry. When I was a kid and company's employees to reflect the people they my mother was telling me this story-without any serve. Brian Moynihan of Bank of America saw an bitterness, by the way, just matter-of-fact-I was important link to customer satisfaction: "When in- outraged because it was my mother. After hearing ternal diversity and inclusion scores are strong, and that story, I said I would never do anything to hurt employees feel valued, they will serve our custom- someone based on segregation." ers better, and we'll be better off as an organization." To Ghosn, gender bias is a personal affront. 'When I see that women do not have the same oppor- tunities as men, it touches me in a personal way," he said. "I think it's some kind of refusal related to my sisters or to my daughters." Even white male CEOs had stories to share. Ken- tucky native Jim Rogers of the electric-utility hold- AJAY BANGA CEO OF MASTERCARD ing company Duke Energy felt like an outsider at the start of his career. "When I went to Washington to My passion for diversity comes from the be a lawyer, I felt like I had to work harder, be bet- fact that I myself am diverse. There have ter, and prove myself because I had a southern ac- been a hundred times when I have felt different cent and came from a rural state," he said. The self- from other people in the room or in the business. awareness, insight, and empathy that Rogers and I have a turban and a full beard, and I run a other chief executives acquired from personal ex- perience have clearly shaped their attitudes toward global company-that's not common. diversity and inclusion and informed their priorities as leaders. 70 Harvard Business Review September 2013GREAT LEADERS WHO MAKE THE MIX WORK HBRDRG ldea in Brief THE CHALLENGE THE RESEARCH WHAT TO DO CEDs readily admit that diversity is a The authors interviewed 2.4 CEOs who Noting that diversity concerns the mix of moral and business imperative. But how ran organizations that are recognized people you have. and inclusivity focuses do they create truly inclusive cultures? for diversity. Each of them approached on making that mix work, the [2505 diversity as a personal mission. not an pointed to eight practices that lead to initiative that could be delegated. As improvements on both fronts. a group they were highly attuned to the obstacles and biases that impede women's progress and were committed to breaking them down. Persistent Institutional Barriers The CEOs were generally disappointed with the lack of progress on diversity in the C-suite. While several women have risen through the ranks to become leaders of multibillionrdollar corporations, the statistics are grim overall. Only 4% of companies on the 2013 Fortune 500 list are led by female CEOs. As Banga acknowledged, "That's more than what it used to be 20 years ago, but it's nowhere near where A" \"REA JUNE FORMER CEO or AVON it should be." The disparity also persists in other _ senior leadership positions and on boards. Ken Fra- ' I was Often the only woman or ASIan zier ofMerck offered a harsherassessment: \"I think sitting around a table of senior executives. that the progress of women in the last two decades ] experienced plenty Of meetings outside my has been so limited, so slow, so inadequate, that it . . . . would defy even the mostskepcal people from 2:: organization With large groups of executives, years ago." where people assumed that I couldn't be the We asked the CEOs what they perceived to be the boss, EVBI'I though I was. \" greatest obstacles to women's advancement in their own companies and industries. Although there's no one truth about what holds women back, the leaders we spoke with offered candid views based on years all my life, and I believe very strongly that whatever of observation. barriers race presents in the workforce, they pale in If there's a single harder that affects all women, comparison to the barriers that women face when it's exclusion from networks and conversations that creating the close mentoring relationships that are open doors to further development and promotion, necessary to be promoted.\" We nd that this kind according to seven of the CEOs. Woods Staton of of discriminationis often unintended, unconscious, Arcos Dorados, the largest operator of McDonald's and embedded in a company's culture. restaurants in Latin America, dened the offend- The CEOs also reported that the contributions ing mechanism as \"social cliquishness,\" apattem of of women are often underappreciated. As an ex interaction in which men seek out the company of ample, Jim Turley of Ernst 8: Young described an other men and ignore women. \"The men come out incident when he himself was called out: \"I like to of a meeting, hang out with each other, and then go facilitate our board discussions by getting right into out at night for drinks,\" Staten explained. \"It's sub- the more contentious points, and we were having a tle discrimination, and it's difcult to work around.\" discussion around a particular topic. Three women Barry Salzberg of the professional services rm De- on the board made individual comments that were loitte described this pattern as a tangible, negative similar in direction, which i didn't respond to. Not consequence of \"the old boys' netivorkf' long after they spoke, a fourth person, who hap Frazier went so far as to say, "I'm an African pened to be a man, made a comment in line with American, and I've worked in the business world what the women had been saying, and Ipicked up September 1013 Harvard Business Review 71 SPOTLIGHT 0N WOMEN IN LEADERSHIP on his comment. I said, 'I think Jeff's got it right,' not even aware of what 1 had just done. To their great credit, the women didn't embarrass rne publicly. They pulled me to the side, and they said, 'Jim, we know you didn't mean for this to be the way it was received, but this is what happ ened.' They played it back to me, and they said that that's what happens to women throughout their careers. It wasa learning moment for me.\" Clearly. even leaders passionate about building inclusive cultures can inadvertently allow uncon- scious biases to shape their behavior. Five of the CEOs asserted that unexamined as- sumptions also constrained women's chances to progress. As Frazier explained, \"If a job requires a woman to travel a lot, sometimes people decide preemptively that she's got a young child at home this won't be something she's interested in.\" Double standards can also trip up women in line for promo- tions. as when characteristics prized in male leaders are viewed as negative qualities in women. "When men come into the environment and they're tough, they're perceived as strong business leaders,\" said Block. \"When women comeinand they're tough, it's not always as valued.\" Geographic immobility due to family constraints was another problem. mentioned by three of the (31305. "People often require geographic mobility to get the appropriate amount of exposure to the various aspects of the business that they need to understand," Randall Stephenson of AT&T noted. \"As managers mature, we observe that some female managers get to a place where they want to begin families or their spouse also works, which makes them less inclined to move and physically relocate their families.\" lung concurred: "In my experience, where part of career development and part of tal- ent management was getting a 'global passport' stamped, one of the barriers for women could have been mobility. I saw that beyond the opportunity for the individual, we also had to try to create all of the opportunities necessary to make sure the whole family could in fact move.\" Another three CEOs cited insufcient support for women who were rejoining the workforce after taking time off to raise children. Any organization that hopes to encourage women to succeed needs to address that, noted Rogers. \"Ifa woman is pregnant and leaves, you have to have the exibility to allow her to do that but not lose her place or her momen tum," he said. 7: Harvard Business Review September ems CARLOS GHOSN CEO OF NISSAN MOTOR COMPANY " My mother was one of eight children. She used to be a very brilliant student, and when the time came to go to college, she wanted to become a doctor. Unfortunately, her mother had to explain to her that there was not enough money in the family, and that the money for college was going to the boys and the girls would instead have to marry. After hearing that story, I said I would never do anything to hurt someone based on segregation. Unsurprisingly, five CEOs brought up barriers related to childbearing and child rearing, and six mentioned a lack of exible work hours. They ob- served that the push-and-pull between work and family, though increasingly an issue for men too, re- mains predominantly a barrier for women. George Chavel of Sodexo North America drove home that point, asking, "Why should women have to be super- human, have these reputations of 'They can do it all: and make these major sacrices, and men don't have those kinds of expectations placed on them?" Do Women Lead Differently? Eight of the CEOs perceived a distinction between male and female leadership styles. Though social scientists may not agree with their take on things, the CEOs said that women were less political, less likely to dene themselves by their careers, more collaborative, better listeners, more relationship oriented, and more empathetic and reasonable. We also heard that women were more likely to focus on completing the job at hand and to neglect to position themselves for recognition or promotion, while men were more apt to seek attention. This tendency not to assert themselves could hold women back. George Halvorson of the Cali- fornia-based managed-care consortium Kaiser Per- manente explained the problem this way: "There are cultural barriers, in that leaders who are looking for the next generation of leaders, for the people to GREAT LEADERS WHO MAKE THE MIX WORK HBHDRG promote, are less likely to see and understand the ca- pable women that they have in their shop, probably because the male style tends to focus more on being in the spotlight, and the female style tends to focus more on bringing people together to get things done. The very thing that makes the best female leaders very successful also makes them less visible, and that's an incredibly important distinction. A good leader knows to look for things that have gone really well and then drills down to nd the person who really did it, as opposed to just looking for whoever has a lot of accolades and did the dance." But some differences in leadership style can work to women's advantage, said several (2305. "When you've got a complex project involving multiple layers, you need a leader who is collaborative. and more often than not I have found that leader to be a woman,\" said Halvorson. What Is an Inclusive Culture? Resoundingly, the CEOs agreed on what an inclusive culture meant for their organizations. They dened it as one in which employees can contribute to the success of the company as their authentic selves, while the organization respects and leverages their talents and gives them a sense of connectedness. \"In an inclusive culture employees know that, irrespec- tive of gender, race, creed, sexual orientation, and physical ability, you can fulll your personal objec- tives by aligning them with the company's. have a rich career, and be valued as an individual. You are valued for how you contribute to the business,\" said David Thodey of Telstra, the Australian telecom- munications rm. Brad Wilson of Blue Cross and Blue Shield of North Carolina described an inclusive workplace as \"one where all who come with the professional skills sufcient to perform the require ments of the job feel welcome, supported, and re- warded, and are inspired to succeed based on their ability.\" That's similar to the point that John Rowe of Exelon, a U5. energy producer and distributor, made when he noted that aculture of mutual respect helps his company address the complexities of its business. "A big organization needs only a few generals and a lot of sergeants,\" he said. \"The sergeants deserve re- spect too." Some CEOs observed that the proof is not only in how individual employees feel about opportuni- ties for growth but also in how teams operate and decisions are made. \"In an inclusive culture, we cre- ate and support heterogeneous teams,\" said Chavel. \"They may take longer to make decisions than ho- mogeneous teams. but it's worth the investment because their decisions will be better informed.\" To these 0805, inclusiveness is not merely a matter of the composition of the organization or of particular teams (though such metrics can be helpful); it also has to do with how people relate to one another. "Broad diversity is necessary, but if you just walk away after you have it, you may not get the out- comes you want.\" said Steve Voigt of King Arthur Flour, a company where women account for three of eight board members and three of six senior ex- ecutives. "You really have to manage it, grow it. and educate around it.\" Practices That Make the Difference 'l'urley drew an important distinction: \"Diversity itself is about the mix of people you have, and cre- ating an inclusive culture is about making that mix work.\" We asked the (21305 which of their organiza- tions' practices had been most effective at harness- ing diversity. Here's what they told us: 1. Measure diversity and inclusion. The CEOs agreed that metrics are key because, as we know, what gets measured gets done. Bank of America, for example, puts questions about diversity and inclusiveness into its biannual employee engage- ment survey and compares are results for any team that gets at least seven responses against those of a normative group of companies. \"We've also built a diversity-and-inclusion index that tells us if people here feel they are treated fairly and to help us ensure that people of diverse backgrounds can succeed at Bank of America,\" said Moynihan. \"With this data, each team can have a dialogue to determine what KEN FRAZIER 6E0 0F "Em I believe very strongly that whatever barriers race presents in the workforce, they pale in comparison to the barriers that women face when creating the close mentoring relationships that are necessary to be promoted. September 2013 Harvard Business Review 1: Page 7 of 9 SPOTLIGHT 0N WOMEN IN LEADERSHIP ___I we're doing well and what we can improve to make Bank of America a better place to work.\" 2. Hold managers accountable. Merck, Nis- san, General Mills, Telstra, and A33 North America are among the many organizations that make di- versity and inclusion goals part of their managers' performance objectives. "Each of my direct reports has things that they're going to do personally to help promote diversity, not things that they can assign to their team,\" explained Moynihan. \"I say, 'What are you going to do to get involved?' For example, they can mentor somebody individually or sponsor diversity events.\" AT&T takes a different approach. "We benchmark diversity objectives at the senior lev els of management, and we have regular meetings around my table about how we're advancing,\" said Stephenson. \"A portion of our ofcers' compensa- tion is based on achieving those objectives.\" Many CEOs also reported that managers who embraced diversity were more likely to be considered for pro- motion at their companies. In some organizations a favorable attitude to- ward diversity even determines whether an em ployee is viewed as a good t for the organization. \"We really have challenges when the leadership group is not diverse and they don't get it. And so you have to educate them- and if they still don't get it, I let them go,\" said Tim 50150 of the engine manu- facturer Cummins. He elaborated: \"We hit a serious downturn in the second half of 2000 through the rst half of 2003. I mean, we were on the brink as JIM 'I'UIILEY CEO 0F ERNST 3 YOUNG ' Three women on the board made individual comments that were similar in direction, which I didn't respond to. Not long after they spoke, a fourth person, who happened to be a man, made a comment in line with what the women had been saying, and I said, 'I think Jeff's got it right,' not even aware of what I had just done. To their great credit, the women didn't embarrass rne publicly. They pulled me to the side and played it back to me. It was a learning moment for me. n 74 Harvard Business Review septa-nim- am; a company, but i didn't back off on diversity. One of the senior ofcers basically said to another ofcer, 'Why doesn't Solso get off this diversity stuff? We need to save the company.' I red him. It was well known why he was red. After that, people either got it or didn't talk that way anymore.\" 3. Support exible work arrangements. Many of the CEOs reported that their organizations offered benefits that helped employees balance their professional and personal commitments-such as exible hours, onsite child care, and onboarding support after a leave of absence. Ken Powell of the U.S. food processor General Mills explained his com- pany's efforts this way: \"I've had ofcers at General Mills say to me, 'I realize that I'm one ofseveral peo- ple who could be the brand manager for Cheerios, but Put the only person who can be the mother to my children! While some of those women make the decision to leave the companysometimes perma nentlywe've learned that we can retain many of them by providing greater exibility during those hectic childbearing years.\" At Sodexo North America, Chavel and his leader- ship team have made workllife balance a personal matter. \"Although the job is 24H, I try to send the message that I'm open and receptive to any kind of exible arrangement,\" Chavel said. \"For example, I will end a meeting early to get to one of my sons' athletic events or travel somewhere for a family commitment.\" 4. Recruit and promote from diverse pools of candidates. Workforce diversity begins with the search for talent. At General Mills, Powell's leader ship team tracks metrics during and after the hiring process. \"From the beginning, we're looking at the composition of the pool of candidates that we inter- view on campus, because that's an important early indicator," Powell told us. \"Then we look at the com- position of the group of people we hire in any given year. We track the retention rate for different groups, such as women or African-Americans. Even interns. At what rate are they leaving? At what rate are they getting promoted? What percentage advances to each level in the company? Our metrics help us diag- nose and understand what's going onenabling us to develop action plans to address any issues we see. It's important, and that's why I review those metrics myself on a quarterly basis .\" Ghosn has taken a different approach at Nissan in Japan, where women are strikingly underrepre- sented in management ranks. \"We've implemented quotas in hiring, particularly in the populations where there are fewer women li.ke engineering and we make sure that in the succession plans of the company we always have a specic number of female candidates,\" he explained. \"This forces management to identify women in their own ranks or to hire more women. 50 when it comes time for promotions, we have a diverse group of candidates from which we can choose. I believe quotas are a great way of advancing diversity, particularly when you have along way to go and you don't want to wait forever. After a company attains a certain level of diversity, I think quotas lose meir effectiveness. But when you're moving from 1% female managers to 5%, if you don't enforce a quota, it's going to take forever to reach that numberf' Owing in part to this strategy, the representation of women in Nissan's management has increased three times as fast as the average rate in Japan over the past decade. 5. Provide leadership education. Another key practice is providing leadership development opportunities for women at the lower levels of the organization, which tend to be more diverse. Broomberg described Discovery Health's CEO Pro- gram like this: \"it's a brilliant tw0-year program which involves candidates in intensive internal and external training, signicant exposure to senior executives, and travel to the U.S. to do a course at Duke. It includes external candidates and young candidates from previously disadvantaged back- grounds already in the company. It's a big nancial investment for us, but we've been able to add quite a lot of muscle to our recruitment capacity and also invest signicantly in the more rapid advancement of existing internal candidates.\" And Johnson & Johnson's Bill Weldon noted that diversity training cannot be hived off from the rest of the operation. It has to be woven into the culture. \"About 10 years ago one of the Women's leadership initiative programs was being held across the street, and I asked the people running it if I could go to the program,\" he recalled. \"They said no. I asked why not, and they said I couldn't go becausel was a man. My response was that that maybe the problem-you have to broaden it beyond women. We evolvne and learn and grow to make sure we're capturing not just the people involved but the views of the whole community.\" Needless to say, companies should also oer their highrpotential employees opportunities for external GREAT LEADERS WHO MAKE THE MIX WORK HBRDHG How We Chose the CEOs To nd leaders who were at the forefront of the diversity movement, we rst identied companies with reputations for successfully leverag- ing diversity. We then assessed their progress at creating inclu- sive cultures by examining. where available. employment statistics, leadership attitudes. and third- party recognition. (Information pertaining to employment statistics and third-party recognition was collected using public sources. Leadership attitudes were assessed on the basis of public sources. pub- lished interviews, and involvement in diversity initiatives.) We also took cultural differences into account. For example. 6% ofthe Japanese automaker Nissan's management is from a U.S. citizen's vantage point. But the Japanese national average for female representation in man- agement is 2%: Nissan is actually signicantly ahead of the curve. After identifying these compa- nies. we selected CEDS to par? ticipate in interviews as part ofan exploratory study. We wanted them to represent different industries and regions. as well as different stages of inclusivity. For example, some of the companies had wellrestablished practices for leveraging diversity. while others were initially develop- ing practices. We also asked CEDs whom among their peers they ad- mired for creating inclusive cultures and used this information as leads to other companies and other CEDs. female, a ratio that sounds dismal education and development. But according to Har- vard Business School, only 23% of participants in ex- ecutive education programs on the Boston campus in 2012 were women. Companies also need to invest in women~only leadership development programs and in educating both men and women about subtle gender biases and how they manifest themselves in rms. 6. Sponsor employee resource groups and mentoring programs. Several of the CEOs' comv panies offered less structured professional devel- opment opportunities to Various subgroups of em- ployees. One approach is employee resource groups, or networks of employees who share an ailiation (such as women, ethnic minorities. or young profes- sionals). Angela Braly of the U.S. managed-care flnn WellPoint underlined the importance of leveraging such groups in substantive ways. "I visit each group twice a year and give them real assignments,\" she said. \"I am very clear about my expectation that they will have a real impact on the business.\" Companies must also invest in these groups, according to Banga. "Here at MasterCard we have many business resource groups, or BRGs." he said. "We have women's leadership networks. a YoPro group for young professionals, a group for em- ployees ofAfricari descent, a pride community, a Latino community, and an 'East' community for Asian employees. Each BRG has a business sponsor, who's normally a direct report of mine. We do a ton September 2013 Harvard Business Review 75 Page 9 of 9 SPOTLIGHT ON WOMEN IN LEADERSHIP of things with them, from employee-networking events to multicultural summits to a women's fo- rum for which we get outside speakers as well as panels comprised of me and members of my board.\" 7. Offer quality role models. It's no surprise that diversity at the top promotes diversity through out an organization. A varied array of leaders signals an organizational commitment to diversity and also provides emerging leaders with role models they can identify with. Several of the CEOs, includ ing those from Kaiser Permanente, Sodexo North America, King Arthur Flour, Duke Energy, and Cum- mins, said that putting women in leadership roles was key to attracting, retaining, and developing other female talent. Rogers described how Duke did this: \"This historically hasbeen a man's industry. So, early on, we worked to move a woman into a plant manager position. That set an example. You have to be intentional and make sure you populate your organization with leaders who represent diversity. That creates an environment that allows those with diverse backgrounds to say, 'If they can, I can! That is a very important feeling that needs to be embed- ded in the people in the company.\" As for individualized employee development, many CEOs cited the importance of mentorship and sponsorship opportunities. Ohlsson explained IKEA's unique approach to mentorship this way: \"We have a grandfatheringfgrandmothering principle at HBRDRG [REAthat is to say that a hiring boss has to have another manager say yes to a candidate before that person can be hired. Two people then share the re- sponsibility for the development of that individual.\" Such double sponsorship increases the likelihood that talented employees of any background will feel supported and stay with the company. But Halvorson warned against tokenism-nthe practice of putting people into jobs because of their classication, not their ability. "If you put someone in place who ts a certain category but doesn't have the skill set needed to do the job, then you basically set the whole agenda back signicantly,\" he said. \"My sense is to hire stars, and the constellation is far more effective if it's a diverse constellation." 8. Make the chief diversity ofcer position count. As this relatively new role proliferates across industries, CEOs must decide how to maximize its eectiveness. At the time ot'his interview, Enrique Santacana of ABB North America had just received approval from the rm's North America Executive Committee to create a chief diversity and inclusion oicer position, reporting directly to him. \"We want to make sure that people understand that it has full support from the top, and it's not just a communi- cations message that goes out there with no follow- up," he explained. \"It institutionalizes the process and the intent, and it establishes a formal means by which we will develop programs as well as metrics, so that we can track our progress." Lead by Example Once the vision of an inclusive culture has been ar- ticulated and best practices have been put in place, what is the CEO's daily contribution to seeing that the vision becomes a reality? Nearly half the CEOs said their most important role was to set the tone for the organization's culture by demonstrating a com- mitment to inclusion. Perhaps the most meaningful way to do that is by dedicating time to work personally on diversity and inclusion initiatives. A quarter of the CEOs we interviewed mentioned direct involvement with diversity programs, such as meeting regularly with employee resource groups and diversity councils. Banga, Moynihan, and Thodey even chair diversity and inclusion councils themselves. By pointing the way, CEOs will help their organizations attract and develop the best, most diverse talent, giving them the edge they need to succeed. U HIII neprint msoso "Although our quarterly earnings dropped by 25%, I feel compelled to point out that our Facebook likes have doubled.\" 16 Harvard Business Review September 2013