This is a series of spotlight interviews with some of the incredible guests we'll see at the ASCEND Leadership Summit 2018.
What problem would you like solved?
I’d like to see more organizations moving well beyond typical and/or traditional Diversity & Inclusion work and to think more holistically about how to weave D&I into every aspect of an organization’s culture, strategy and business.
Advice you'd wished you'd had or had followed?
I wish someone had counseled me early in my role as a Chief Diversity Officer that sequencing matters. I tried to do too much in my first year in that leadership role, and I realized in my year-end review that I was choking both the organization and myself. Once I realized that the organization only had so much capacity for this work in any given year, I was able to sequence things in a way that ensured maximum acceptance and results.
What does success look like for you?
Success for me is when organizations I consult with drive D&I into their overall strategic business plans, and when both leaders and employees believe they’re working for an organization that has D&I principles at the heart of everything they do.
What is your best discovery?
It’s a simple concept I call Leverage Collective Genius (LCG), which is both a talent strategy and a leadership strategy that surfaces, activates and accelerates the diverse skills, knowledge and experiences of its workforce to drive business agility, innovation and sustainable growth. Too often organizations don’t make full use of their internal talent; they use some of their skills, knowledge and experience, but not all of it. LCG focuses on changing that paradigm. Additionally, it can be used in a way that disarms some of the personal concerns, labels and stereotypes that people associate with D&I work.
What advice would you give your younger self?
If I were coaching the person I was in my 20’s, I would tell him to better leverage the collective genius around him. In those days, like many others, I was trying to prove myself, and that meant often going it alone and not relying on or leveraging the talent that surrounded me. Learning that lesson in my early 30’s had a monumental impact on both my leadership style and me.
Anything else we should know about (product launch, crowdfunding or marketing campaign, recent interview, job openings, etc.)?
Since my retirement as the Global Chief Diversity Officer at Coke, I’ve seen that there are a myriad of D&I and/or Talent Management consulting organizations that operate here in the U.S. and across the globe. What we believe differentiates The Bucherati Group is that we have 200+ of experience actually leading D&I and Talent Management work inside companies. We’ve had to vision, strategize and implement this work while managing all the internal complexities of a business. And we’ve had the good fortune to do this across 200+ countries. We think that makes us rather unique, and allows us as a group to better partner with clients on this work, all the while understanding what it’s like to be in their shoes.
Register today to attend the ASCEND Leadership Summit on May 30, 2018 at the Microsoft campus in Redmond, WA. We hope to see you there!