Booz Allen continues to evolve its employee value proposition—the promise we make to our employees about the kind of firm we are. Commitment to a diverse workforce is an essential part of that promise.
Vice President Bob Miller, a leader in our Infrastructure and Environment business, has 27 years of experience as an advocate for diversity. He asks tough questions of our firm and of himself: Am I fairly advocating for all employees? How can I attract and retain top talent—women and men?
For Bob, it comes down to five behaviors that can help leaders advocate for their employees:
1. Be genuine in valuing diversity. I add my voice to many others in saying that diversity is essential to the success of Booz Allen and our country. It’s not only the right thing to do, but diversity brings varied perspectives on a problem that helps us drive unique and creative solutions.
2. Be flexible to the needs of your employees. We need to make working here work for our employees. Many leaders have a lot of flexibility at their discretion but fail to use it—hiding behind bureaucracy instead of making right decisions. If you can be flexible, do it!
“Women, minorities, and all other participants in a diverse workforce need to be able to see themselves represented in leadership and all levels.”
- Booz Allen Vice President Bob Miller
3. Be mindful of your personal assumptions. What if a female employee comes back from maternity leave and I don’t put her on a project likely to have extended or unpredictable hours, because I don’t want to add to her already full plate? Good intentions, maybe, but it’s not my place to decide that on the employee's behalf based on a perceived set of circumstances. Leaders must have discussions with their employees and not make unilateral assumptions.
4. Be conscious of potential bias in assigning roles. I’ve seen it happen more than a few times—where the only woman in the room is asked to be the note-taker at every meeting—perhaps due to bias (intentional or not). Share roles, both the good and the tedious, across your employees.
5. Be deliberate about career discussions with all employees and find common ground for mentorship. Leaders need to recognize talent and proactively sponsor and advocate equally—not just for those with the loudest voices. Ask your employees about the best ways for mentorship and advocacy to unfold. Ensure the setting is optimal for what you’re trying to achieve in helping that employee be successful.
