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Innovative Booz Allen Leadership Program Enhances Competence in Diversity "Diversity Stars" equips principals with tools to develop a climate of inclusion and become models of change. “Diversity is integrated into everything we do,” says senior associate Carolyn Jones, “and strengthening competency around diversity can ensure business success.” Booz Allen Hamilton’s Diversity Stars Program (DSP) was designed to do that and more. The program develops knowledgeable and highly competent champions who foster diversity and inclusion and raise the level of authentic, lasting change firmwide. Launched in 2006, DSP helps the firm provide long-term leadership to a diverse workforce. It helps participants learn to manage workforce inclusion, coaches them in personal diversity, and shows them how to engage their staffs and colleagues in developing an inclusive culture. Participants undergo months of intensive skills training and are challenged to incorporate the lessons learned into their daily roles. Jones praised the seven program pilot graduates, calling them trailblazers who will model leadership behaviors in the firm and serve as resources for the next cohort of Diversity Stars. One such trailblazer is principal Jann Buller. “The best thing about the program was the self-awareness I gained,” she says. “When diversity becomes second nature, you can move from thinking consciously about it to just behaving naturally. It becomes part of your personal development.” “I think diversity of thought is the energy that will power our business going forward,” notes vice president Catherine Nelson, another DSP alumni. Associate Cynthia Butler is the program’s founder. “DSP’s original objective was to make diversity a natural way to do business, and cascade it to as many people as possible by inculcating it into the organization. Once you understand diversity, you can make it your own. It becomes part of your corporate DNA.” Raising the Level of Enduring Change across the Firm DSP exists as a program under the Board Diversity Initiative (BDI) umbrella. BDI’s intention is to create an inclusive climate for Booz Allen staff of all identities, and make a real difference across the firm in its recruitment, development, and advancement processes. Launched in 2002, BDI addresses four goals:
“The DSP is another important outgrowth of our BDI,” says vice president Walt McFarland. “Booz Allen created a culture through BDI that fomented DSP, and it grew from there. BDI’s four goals institutionalize diversity at the firm and help drive values into DSP. People are being helped by DSP who otherwise may not have been. This is a credit to Booz Allen’s values as well.” There are two phases of DSP. Phase 1 involves six months of immersion and development, including sessions on the business case for diversity; informational and educational resources on leadership and inclusion; and how to talk about problems. Learning tools include assessment instruments; in-class activities and outside assignments; and consistent leadership engagement throughout the program. In Phase 1, participants learn to identify the behaviors and attributes of diversity in their peers and staff. Designated learning partners meet with participants and act as confidential sounding boards and guides during the process. Participants then develop the action plans that drive Phase 2. Phase 2 involves six to nine months of self-directed engagements, during which Diversity Stars implement their action plans, mentor junior staff, and participate in ongoing dialogue between leaders, coaches, and staff on diversity and inclusion in the workplace. Action plans may include leading workshops on advancement, mentoring staff on career decisions, or other initiatives. Upon graduation, Diversity Stars present to vice presidents their personal diversity impact strategy and accomplishments. Senior associate Jim Woodard says, “Participants take on not just small issues. Their action plans did not settle for brown bags or presentations; they chose outcomes that would be hard to achieve and benefit the firm. DSP also has a cascading effect—the efforts of this level affect and influence the next level down on their teams.” “The DSP provided some tangible context and frameworks to help one move through the various phases of diversity competence,” says DSP participant and principal Tom Miller. “The time commitment was significant, but the return was well worth the investment.” Participants are selected for DSP from Booz Allen principals who have been nominated by a vice president and identified as having high potential to achieve the next level. DSP graduates its second class—14 participants—in early 2008. Beyond Skills-Based Diversity Classes “Before DSP, the firm had achieved awareness with its skills-based diversity education curriculum, but they knew they had to dive deeper,” says Carolyn Jones, primary lead for DSP. “DSP does that by taking a cohort group through a year-long process that also allows time for reflection.” Cynthia Butler may have started DSP, but she credits her colleagues with helping her move it from concept to management-supported corporate initiative, including associate Christine Temple, senior associate Yolanda Scott, senior associate Kathy McHale, vice president Abe Zwany, principal David Dye, and vice president David Humenansky. “Although it’s called a diversity initiative, it’s really a leadership program,” says Woodard. “It strengthens an individual’s ability to manage diversity and be competent in addressing diversity-related issues.” Woodard adds, “This is one of Booz Allen’s success stories. How do you create change in a culture? You get leaders on board that become models of the change. They begin to model behavior that needs to be present for change to happen. You give them a lens for looking at diversity by social identity. The DSP curriculum equips participants with skills before they are in leadership positions and builds a network of individuals with a common set of tools.” That’s the way it happened for Buller. “Once I got into practical applications, it became personally gratifying to me,” she says. Her Phase 2 action plan included mentoring minorities and women in the firm, encouraging senior associates to mentor and develop minorities, and enhancing minority recruiting and hiring. “I can see that the recruiters heard me, as we have a more diverse team than we had a year ago,” Buller says. “DSP is an incredible opportunity to learn and to support other Diversity Stars, as we all have a common frame of reference.” Principal Nate Copeland watched participants who had been passive at the beginning of DSP turn into champions by the end. “BDI closed the gap between management and staff, but DSP filled that center void of principals,” he says. “Then they brought what they learned into the workforce to pass on to others as well.” Ahead of the Curve in Fostering Diversity Champions It’s still too soon to measure the success of DSP, says Butler. Cultural transformation takes about five years to achieve, making it even more crucial to invest in sustainable efforts. She says, “Booz Allen provides individual capabilities, intellect, and skills to our clients, so we shouldn’t be looking only at numbers when we gauge the success of DSP. We should be considering whether the way each graduate deals with people has changed. That’s how we know DSP is working.” When Jann Buller joined the firm in 1980, she was one of only a handful of female consultants on her team, when few races, lifestyles, and cultures were represented on the consulting staff. But Buller says she can see progress every day just by walking through the McLean headquarters lobby—visible signs of diversity that indicate a level of success. Catherine Nelson has measurements for each of her action plan goals and can assess her progress on a regular basis. “But I would like to see a more active program where we’re also building a community,” she says. “Real and appropriate integration of diversity of all types at all levels will mean success for me.” Copeland concurs, adding, “We want to change the root structure of the tree, not the number of low-hanging fruits. DSP is one piece of a total diversity program. Organizational change does not move fast, but it is never-ending. Every time you introduce a new person into the program, the program changes and grows.” DSP’s success is evident in at least one aspect: How well it is creating an inclusive climate at the firm. “I see the enthusiasm of the staff when we focus their role in our diversity agenda,” says Miller. “I see the day-to-day interactions of our team engaging with full professionalism and without fear. It’s like watching cerebrums connect around ideas, without regard for the body that the brain happens to reside in, or the experiences or cultural differences the body has been exposed to. That is rewarding to witness, and something that enriches us all.” McFarland says more awareness has already been achieved, and DSP’s impact will grow over time. “The fact that incredibly busy people want to invest their resources and energy in DSP says a great deal,” he says. “A lot of aspects around building human values are life-long. DSP is already building change in performance, fellowship, and promotion. “Once the participants graduate from DSP, they agree to be mentors to diversity candidates,” McFarland continues. “They maintain a day-to-day commitment to get candidates promoted through the grade structure, continuing the work started by DSP.” “It was a courageous thing to do, and it took a great leap of faith,” says Butler. “Booz Allen is way ahead of the curve in having this program as a best practice.” story posted December 10, 2007 Related Links...
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