Monitor Co. – Personal Leadership on Diversity
July 16, 2002 Class Notes

Summary

· Several people are speaking about their and the co’s efforts to build and nurture a more diverse work environment.

· Junior consultants to directors and a founding partner

· Men, women, racial and ethnic diversity, sexual orientation, age

· Comment on personal experiences that helped them become leaders around issues of diversity

· Case provides opportunity to consider many and possibly conflicting definitions of diversity

· To explore the varied sources of personal motivation for taking leadership positions on it

Distinguishing characteristics of Monitor’s culture

· Emphasis on individual choice

· Effort to de-emphasize hierarchy

· No “up or out” policy

· Emphasis upon “merit”-based rewards

· Emphasis on honesty

· Emphasis on client learning

How does culture support or obstruct diversity?

Supportive

· Individual choice-allows advancement along multiple paths, employees do not learn the same way, same speed, same sequence

· De-emphasize hierarchy – more jr consultants have a voice in activities, tend to be a more diverse group

· Lack of “up or out” policy allows for flexibility according to needs, interests and talents

· “merit”-based compensation – if effective, requires frequent, constructive feedback. Each ee has PDA for guidance – helps address barriers in obtaining mentors and access to informational networks

· emphasis on honesty – can normalize, encourage and build skills for challenging conversations about and across identity differences

Not supportive

· Individual choice emphasis – can emphasize individualism and autonomy rather than operating more collectively

· De-emphasize hierarchy and “up or out” – can conceal the lack of progress of certain groups

o May be opportunity for Monitor to rethink it’s contribution measures and paths to corporate leadership

· “merit”-based reward – firm must consider how they define merit

o majority group norms can mask as universal

· Homogeneous “Monitor style” – assumed and expected

o Rotenberg – macho, stoic culture that may discourage use of Monitor Advisor Network

o Martineau and Firstbrook – one of the guys

o Is it possible for those not of the prevailing style to succeed?

What is Monitor’s approach to diversity initiatives?

Drivers

Individual members and from all levels

· “Definition of Purpose” discussions

· Kaplan’s presentation at directors’ meeting

· Martineau and Firstbrook’s response to Kaplan’s presentation and to classmate’s survey on women in consulting

· Rotenberg and Basden’s personal experiences at Monitor

· Approach more proactive than reactive

· Not large amount of ee dissatisfaction and complaints

· Not much threat of legal or regulatory action

· Not responding to client demands

· Drivers consistent with culture promoting self-reflection and continuous learning process

Key Components

· Women-At-Monitor Seminars

· Training on Sexual Harassment

· Monitor Advisor Network

· Diversity Network

· Efforts – is this a strategy?

· Address needs of individual ees and institutional profile and objectives

· Involve senior and junior employees and across variety of forms of diversity-gender, race, sexual orientation, ethnicity

· Tendency to be proactive rather than reactive

· Focus on prevention of negative behaviors (i.e. harassment) and promotion of positive behaviors (i.e. greater feelings of inclusiveness, through Advisor Network).

· Doesn’t spring from organizational action plan

· Each from experiences and interests of individuals who started them

· Individuals conducted diagnostic research prior to developing an initiative and involved director level

What motivates individuals to take leadership role with diversity?

· Experienced exclusion or harassment-Basden, Martineau, Firstbrook

· Seen impact of exclusion on others close to them-Kaplan, Fuller

· Positive role model – Fuller (parents)

· Positive potential of diversity – Singh-Molares (upbringing, education)

Forms of personal commitment

(Ref. Managerial Effectiveness and Diversity: Organizational Choices)

· Vision of independence – “Individuals who take a broad and long term view of their organization’s place in society, and who have an almost visceral sense of the interlocking destinies of individuals and organizations.” See the potential that follows on individual and organization’s action or inaction on an issue

o Fuller – view on impact Monitor can have

· Commitment to learning – “Individuals who are energized by and drawn to new points of view, opportunities to enrich their view of their work and their world.”

o Rotenberg and Singh-Molares – share this commitment

· Commitment to fairness – “Individuals who feel inequity palpably and who draw personal satisfaction from promoting behaviors and environments that foster fairness.”

o Basden and Martineau share this commitment

Variety of commitments and catalysts bring people to this

How does differing motivation affect priorities?

o Rotenberg, Basden – junior consultants – emphasis on individual experiences – those new to the culture

o Martineau, Firstbrook – role models and mentors for women following them

o Fuller – broader organizational view, considering educational and leadership role Monitor could play in the industry and with client companies

Should there be a single vision?

Can real or lasting progress be achieved?

o Proactive, multi-sourced approach may be appropriate

o Allows multiple goals, audiences, approaches

o Diversity Network oversees efforts to ensure quality, lack of duplication and to anticipate conflicts

Personal considerations

o What would motivate you to take a leadership position around diversity in your organization?

o What barriers would hinder this action?

o What skills and frame of mind will be most useful?

Case – organizational and individual factors that can encourage or discourage taking positive leadership around issues of diversity

o Commitment to continuous learning

o Open, non-defensive frame of mind

o Serves as necessary and enabling condition for action