Year: 2016

Today’s executives are being asked to communicate their organization’s diversity and inclusion strategy to more diverse audiences and in a variety of cultural settings. The key to success is a well briefed executive who is comfortable with the content, understands the business relevance of diversity and inclusion, and believes that they can deliver a powerful and motivational message.

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During the summer of 2001, I was one of 50 law students chosen to work as a summer associate in the Washington, DC office of an international law firm. Coming from Indiana to the place commonly called “Chocolate City,” I expected to see a diverse class of summer associates. But as I looked around the room, I didn’t see any other African Americans and only a few other law students of color. This lack of diversity concerned me, so I boldly expressed my concerns during a training session. I distinctly remember pointing out the irony of a summer associate class that did not reflect the diversity of Washington, DC.

A marked change is taking place in workplace demographics across the country that has employers...

Minority Owned organizations tend to wait on contracts, go after RFP’s, and then wait for the results. These are barriers that can hold you back.

How often have you listened as someone rationalized his or her mishandling of a business problem by externalizing its source: “I can’t meet my projections because . . .,” “They won’t do business with a company of my size” or “the margins are too low”? Closer scrutiny almost always reveals the source of the problem to be internal, stemming from the persons concept of self – specifically, a state of mind that prevents him or her from trying to break through their “success barrier.” This state of mind is your “comfort zone.”