W O M E N W O R T H W A T C H I N G 2 0 0 6 Also Featuring: A Preface from Steve Miller • Catalyst

Valencia I. Adams
BellSouth
Margaret G. McGlynn
Merck
Maritza G. Montiel
Deloitte & Touche
Launi D. Skinner
Starbucks
Debra A. Valentine
United Technologies
Susan E. Baumgarten
Raytheon
Sylvia M. Montero
Pfizer
Marillyn A. Hewson
Lockheed Martin
Karen L. Carnahan
Cintas
Karel K. Czanderna
Whirlpool
Judith E. Campbell
New York Life
Deborah S. Coleman
Ford
Carolyn L. Kolesar
Sodexho
Kathleen M. Gainey
U.S. Army
Tiffany P. Olson
Roche
Diagnostics
Marise F. Kumar
Whirlpool
Sandra L. Hanington
Harris (BMO)
Mary Anne Gibbons
U.S. Postal Service
Jacqui D. Vines
Cox Communications
Maria Coyne
KeyBank
Rhonda Zygocki
Chevron
Kim E. VanGelder
Kodak
Alice Rosenblatt
WellPoint
Michele P. Toth
Northrop Grumman
Leslie R. Sibert
Georgia Power
Dawn Sweeney
AARP
Marilyn B. Tavenner
HCA
Ann E. Rondeau
U.S. Navy
Maria R. Morris
MetLife
Karen D. Taylor
Reliant Energy
Ana M. Mims
Starwood
Pamela T. Miller
Medco
Chris Cortez
DaimlerChrysler
Volume 7, Number 6 November / December 2005
Susan E. Sheskey
Dell
Kathryn Hill
Cisco
$
12.95 U.S.
Sheila Lau
Verizon
P
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in 2006

W O M E N W O R T H W A T C H I N G 2 0 0 6 Also Featuring: A Preface from Steve Miller • Catalyst
Valencia I. Adams
BellSouth
Margaret G. McGlynn
Merck
Maritza G. Montiel
Deloitte & Touche
Launi D. Skinner
Starbucks
Debra A. Valentine
United Technologies
Susan E. Baumgarten
Raytheon
Sylvia M. Montero
Pfizer
Marillyn A. Hewson
Lockheed Martin
Karen L. Carnahan
Cintas
Karel K. Czanderna
Whirlpool
Judith E. Campbell
New York Life
Deborah S. Coleman
Ford
Carolyn L. Kolesar
Sodexho
Kathleen M. Gainey
U.S. Army
Tiffany P. Olson
Roche
Diagnostics
Marise F. Kumar
Whirlpool
Sandra L. Hanington
Harris (BMO)
Mary Anne Gibbons
U.S. Postal Service
Jacqui D. Vines
Cox Communications
Maria Coyne
KeyBank
Rhonda Zygocki
Chevron
Kim E. VanGelder
Kodak
Alice Rosenblatt
WellPoint
Michele P. Toth
Northrop Grumman
Leslie R. Sibert
Georgia Power
Dawn Sweeney
AARP
Marilyn B. Tavenner
HCA
Ann E. Rondeau
U.S. Navy
Maria R. Morris
MetLife
Karen D. Taylor
Reliant Energy
Ana M. Mims
Starwood
Pamela T. Miller
Medco
Chris Cortez
DaimlerChrysler
Volume 7, Number 6 November / December 2005
Susan E. Sheskey
Dell
Kathryn Hill
Cisco
$
12.95 U.S.
Sheila Lau
Verizon
P
R
O
F
I
L
E
S
I
N
D
I
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R
S
I
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in 2006

W O M E N W O R T H W A T C H I N G 2 0 0 6 Also Featuring: A Preface from Steve Miller • Catalyst
Valencia I. Adams
BellSouth
Margaret G. McGlynn
Merck
Maritza G. Montiel
Deloitte & Touche
Launi D. Skinner
Starbucks
Debra A. Valentine
United Technologies
Susan E. Baumgarten
Raytheon
Sylvia M. Montero
Pfizer
Marillyn A. Hewson
Lockheed Martin
Karen L. Carnahan
Cintas
Karel K. Czanderna
Whirlpool
Judith E. Campbell
New York Life
Deborah S. Coleman
Ford
Carolyn L. Kolesar
Sodexho
Kathleen M. Gainey
U.S. Army
Tiffany P. Olson
Roche
Diagnostics
Marise F. Kumar
Whirlpool
Sandra L. Hanington
Harris (BMO)
Mary Anne Gibbons
U.S. Postal Service
Jacqui D. Vines
Cox Communications
Maria Coyne
KeyBank
Rhonda Zygocki
Chevron
Kim E. VanGelder
Kodak
Alice Rosenblatt
WellPoint
Michele P. Toth
Northrop Grumman
Leslie R. Sibert
Georgia Power
Dawn Sweeney
AARP
Marilyn B. Tavenner
HCA
Ann E. Rondeau
U.S. Navy
Maria R. Morris
MetLife
Karen D. Taylor
Reliant Energy
Ana M. Mims
Starwood
Pamela T. Miller
Medco
Chris Cortez
DaimlerChrysler
Volume 7, Number 6 November / December 2005
Susan E. Sheskey
Dell
Kathryn Hill
Cisco
$
12.95 U.S.
Sheila Lau
Verizon
P
R
O
F
I
L
E
S
I
N
D
I
V
E
R
S
I
T
Y
J
O
U
R
N
A
L
N
O
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M
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R
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in 2006

HOW A 63% STIFFER
FRAME ADDS UP TO
100% COMFORT.
THE BEST EXPLORER EVER. Introducing the new 2006 Explorer, the most comfortable Explorer ever.
Making its chassis more rigid actually helps to give it a softer ride and a quieter interior. The explanation
is simple: Less body movement means a ride as smooth and quiet as a luxury car. So get comfortable.
Then discover all the other innovations we’ve added at fordvehicles.com/explorer.
circa 1990 circa 1207 circa 750
THE EVOLUTION OF PROTECTION. FORD F-150.
fordvehicles.com
Only the F-150 earned NHTSA’s five-star driver and passenger front crash rating
and a “Best Pick” front crash rating from IIHS.
circa 2006 c

HOW A 63% STIFFER
FRAME ADDS UP TO
100% COMFORT.
THE BEST EXPLORER EVER. Introducing the new 2006 Explorer, the most comfortable Explorer ever.
Making its chassis more rigid actually helps to give it a softer ride and a quieter interior. The explanation
is simple: Less body movement means a ride as smooth and quiet as a luxury car. So get comfortable.
Then discover all the other innovations we’ve added at fordvehicles.com/explorer.
circa 1990 circa 1207 circa 750
HOW A 63% STIFFER
FRAME ADDS UP TO
100% COMFORT.
THE BEST EXPLORER EVER. Introducing the new 2006 Explorer, the most comfortable Explorer ever.
Making its chassis more rigid actually helps to give it a softer ride and a quieter interior. The explanation
is simple: Less body movement means a ride as smooth and quiet as a luxury car. So get comfortable.
Then discover all the other innovations we’ve added at fordvehicles.com/explorer.
circa 1990 circa 1207 circa 750
What does it take to be named
FORTUNE
®
magazine’s Most
Admired Healthcare Company
six years running?
People like you.
At WellPoint, we celebrate the diversity
of our workforce. We are the leading
health benefits company in the nation
serving the needs of 28 million members.
A FORTUNE 50
®
company, we are
strengthened by the commitment and
dedication of our associates. If you’re
looking to join a company where
you will see your ideas in action - where
what you do helps others live better,
consider a career with us.
Visit our website to search opportunities
throughout the United States at:
www.wellpoint.com/careers
Opportunities may be available in the
following areas:
• Actuarial
• Administrative/Clerical
• Advertising/Marketing
• Claims/Membership/Customer Service
• Compliance
• Corporate Communications
• Finance & Accounting
• Human Resources
• Information Technology
• Legal
• Management
• Nursing/Case Management
• Pharmacy
• Provider Network Development
• Sales
• Training
• Underwriting
SM
EOE. SM Service Mark of WellPoint Inc. FORTUNE and FORTUNE 50 are registered trademarks of FORTUNE magazine, a division of Time Inc. ©2004 WellPoint Inc. All rights reserved.
Profiles in Diversity Journal November/December 2005 3
PUBLISHER
James R. Rector
MANAGING EDITOR
Susan Larson
CREATIVE DIRECTOR
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ASSISTANT TO THE PUBLISHER
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Laurie Fumic
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Registered in U.S. Patent Office.
ISSN 1537-2102
From the editor of Profiles in Diversity Journal
pointofview
Managing Editor
Susan Larson
By the Numbers
Those of you on a REALLY TIGHT SCHEDULE could skip the bulk
of this issue. Here’s a capsule of the Women Worth Watching messages:
Be yourself; work hard; take chances; play nice with others; live fully.
A corollary might be—JUST DO IT.
If you did bypass these profiles, however, you’d be missing the rich
context of their stories—in many ways similar (ARE YOU READING the top
two books in executive suites this year? Is your comfort zone measured
by the walls of your office?). Yet their stories are in so many ways unique.
In 77 WAYS, to be exact.
This phenomenal issue, UNPRECEDENTED in our seven years, includes
a record number of featured women. The 72 COMPANIES that have
opened doors to and welcomed these profiled women encompass dozens
of industries and a spectrum of sizes and scopes. As Catalyst’s research (see
page 12) shows, these organizations have made a SMART BUSINESS
MOVE in making room for women at the top.
These women are applauded and featured here because they have
inspired their colleagues, peers, and mentors with their INITIATIVE AND
ACHIEVEMENTS, their purpose and drive, as well as devotion to their
teams, their organizations, and their communities.
Because these profiles (that is our name, after all) share with you
messages in their own words, they AUTHENTICALLY CHARACTERIZE
these ladies’ diverse styles, personalities, and the ways they capitalized on
their particular individual talents. In fact, this is another of the common
themes throughout.
Their profiles will—we hope—interest and inspire you; they will certainly
REWARD YOU for the time spent getting acquainted.
4 Profiles in Diversity Journal November/December 2005
ON T HE COVE R
PRE FACE BY STE VE MI LL E R
Point of View E DI TOR’ S COLUMN
Momentum DI VE RSI T Y WHO, WHAT, WHE RE , WHE N
Catalyst T HE BOT TOM L I NE
Women Worth Watching SPE CI AL F E AT URE
Spotlight F E AT URE D ORGANI Z AT I ONS
ADvantage ADVE RT I SE RS’ I NDE X
features / departments
3
14
10
12
17
142
146
Here, your opinion can boost the economy of an entire nation. And the
well being of the families who live there. Your work matters immensely to you.
You strive to impact the lives of countless individuals around the globe. You should join
The McGraw-Hill Companies. Because the work we do matters to millions. Whether you’re
assigning a rating with Standard & Poor’s... or developing new media technologies with
McGraw-Hill Education, you’ll experience a culturally rich work environment–one that
respects and values diversity. You’ll also benefit from our Women’s Initiative for
Networking & Success (WINS)–an internal program that builds relationships, cultivates
leaders and maximizes goals. With national events, mentoring support and programs to
better balance work and home, The McGraw-Hill Companies gives you the resources you
need to help build a stronger world. How will you make your mark?
www.mcgraw-hill.com/careers
We are an equal opportunity employer.
Financial Services
Education
Information and Media Services
1
Valencia I. Adams
BellSouth
Evelyn Angelle
Halliburton
Mary Atkin
A.G. Edwards
Susan E. Baumgarten
Raytheon
Jean Blackwell
Cummins
Lori L. Bossmann
Ace Hardware
Karen Bowman
Convergys
Catherine S. Brune
Allstate
Michele Buck
Hershey
Marcia L. Bullard
Gannett (USA Weekend)
Judith E. Campbell
New York Life
Ria Marie Carlson
Ingram Micro
Karen L. Carnahan
Cintas
Deborah Stewart Coleman
Ford
Chris Cortez
DaimlerChrysler
Barbara R. Cowden
State Farm
Maria Coyne
KeyBank
Karel K. Czanderna
Whirlpool
Nance K. Dicciani
Honeywell
Dana Drago
The Hartford
Anne Erni
Lehman Brothers
Kathleen M. Gainey
U.S. Army
Laurene Gallo
Booz Allen
Mary Anne Gibbons
U.S. Postal Service
Kimberly S. Gray
Highmark
Cathy D. Green
Food Lion
Sandra L. Hanington
BMO (Harris)
Katherine J. Harless
Verizon
Glenda A. Hatchett
HCA
Kathy J. Herbert
Albertson’s
Marillyn A. Hewson
Lockheed Martin (Kelly Aviation)
Kathryn Hill
Cisco
Linda P. Hudson
General Dynamics
Denise Kaigler
Reebok
Carolyn L. Kolesar
Sodexho
Marise Fernandes Kumar
Whirlpool
Ilene H. Lang
Catalyst
Sheila Lau
Verizon
Duy-Loan T. Le
Texas Instruments
(company index on page 142)
26
27
28
30
32
34
36
38
40
42
44
46
48
50
52
54
56
58
60
62
64
66
68
70
71
72
74
75
76
78
79
80
82
83
84
86
87
88
90
Women Worth Watching – Profiles & Mentoring Memos
6 Profiles in Diversity Journal November/December 2005
Katherine Linder
Verizon
Cathy Lyons
Hewlett-Packard
Janet Marzett
DaimlerChrysler
Margaret G. McGlynn
Merck
Tsion M. Messick
Pepco
Pamela T. Miller
Medco
Ana Mollinedo Mims
Starwood Hotels & Resorts
Sylvia M. Montero
Pfizer
Maritza Gomez Montiel
Deloitte & Touche
Phyllis Golden Morey
Lear
Maria R. Morris
MetLife
Tiffany P. Olson
Roche Diagnostics
Larree M. Renda
Safeway
Karen S. Rohan
CIGNA
Ann E. Rondeau
U.S. Navy
Alice Rosenblatt
WellPoint
D’Arcy Foster Rudnay
Comcast
Susan E. Sheskey
Dell
Leslie R. Sibert
Georgia Power
Tina M. Sivinski
EDS
Launi D. Skinner
Starbucks
Karin Stone
National City Bank
Janice D. Stoney
Williams Companies
Dawn Sweeney
AARP Services
Marilyn B. Tavenner
HCA
Karen D. Taylor
Reliant Energy
Jean Thomas
Cendant
Janice M. Tomlinson
Chubb Group
Michele P. Toth
Northrop Grumman IT
Debra A. Valentine
United Technologies
Kim E. VanGelder
Kodak
Lora J. Villarreal
ACS
Jacqui D. Vines
Cox Communications
Debra K. Walker
U.S. Air Force
Catherine West
Capital One
Teresa L. White
Aflac
Paula J. Zusi
Liz Claiborne
Rhonda Zygocki
Chevron
91
92
94
95
96
98
99
100
102
103
104
106
107
108
110
111
112
114
115
116
118
119
120
122
123
124
126
127
128
130
131
132
134
135
136
138
139
140
(company index on page 142)
Women Worth Watching – Profiles & Mentoring Memos
8 Profiles in Diversity Journal November/December 2005
www.deloitte.com/us
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, its member firms and their respective subsidiaries and affiliates. As a Swiss Verein (association),
neither Deloitte Touche Tohmatsu nor any of its member firms has any liability for each other’s acts or omissions. Each of the member firms is a separate and independent
legal entity operating under the names “Deloitte,” “Deloitte & Touche,” “Deloitte Touche Tohmatsu,” or other related names. Services are provided by the member firms
or their subsidiaries or affiliates and not by the Deloitte Touche Tohmatsu Verein.
Deloitte & Touche USA LLP is the US member firm of Deloitte Touche Tohmatsu. In the US, services are provided by the subsidiaries of Deloitte & Touche USA LLP (Deloitte
& Touche LLP, Deloitte Consulting LLP, Deloitte Financial Advisory Services LLP, Deloitte Tax LLP and their subsidiaries), and not by Deloitte & Touche USA LLP.
Member of Deloitte Touche Tohmatsu
Copyright © 2005 Deloitte Development LLC. All rights reserved.
We’re providing women with
a workplace that works as well
for them as it does for us.
Since the launch of our groundbreaking Women’s Initiative
in 1993, Deloitte & Touche USA LLP and its subsidiaries
have been committed to fostering an environment where the
best women choose to be. A place where women can advance,
succeed and successfully integrate their personal and
professional commitments.
And we have the results to show it. We have the highest
percentage of women partners, principals and directors among
the Big Four professional services providers. And we continue
to be recognized as world class for our success in developing
women professionals and leaders.
We’re also proud to be have been named to Working Mother
magazine’s list of 100 Best Companies for Working Mothers
for eleven consecutive years. Proof that we are not only
making our Women’s Initiative a success, but also the
women who work here.
D
Steve Reinemund
(PepsiCo) to Chair NMSDC
Steve
Reinemund,
Chairman and
CEO of
PepsiCo, has
been elected
Chairman of the
National
Minority
Supplier
Development
Council
(NMSDC) Board
of Directors for
a two-year
term.
The NMSDC mission is to increase
procurement and business opportu-
nities for minority businesses. The
NMSDC screens and certifies minority
business enterprises; manages a
national database of more than
15,000 certified minority suppliers,
matching them with corporate buyers;
offers working capital loans and
access to specialized financing;
promotes Centers of Excellence to
enhance successful business rela-
tionships; sponsors training pro-
grams and business fairs; and offers
many other services and benefits
for minority businesses and
corporations wishing to work with
them. Purchases by NMSDC corpo-
rate members from minority busi-
nesses in 2004 totaled $87.4 billion.
Jack Campbell
Directs Workplace Culture
at Verizon
Jack Campbell is now Director–
Workplace Culture and Communi-
cations within Verizon’s Corporate
Human Resources unit.
Campbell will
be developing
and imple-
menting strate-
gies to rein-
force Verizon’s
position as a
premier
employer—
supporting the
continuing
development of
a performance-
based culture;
promoting the
Verizon Commitment and Values;
supporting corporate responsibility
and reputation efforts; and manag-
ing communications that demon-
strate Verizon’s commitment to envi-
ronmental stewardship, safety, and
diversity/inclusion.
Campbell began his career in
telecommunications at Bell Atlantic,
and subsequently served in various
assignments in government rela-
tions, Verizon Connected Solutions,
and Public Affairs, Policy and
Communications organizations.
Campbell reports to Magda Yrizarry,
vice president, Workplace Culture,
Diversity and Compliance.
Robinson and Holmes
Strengthen Cardinal Health
Diversity Programs
Within the last year, two new directors
at Cardinal Health
are strengthening
the company’s
efforts for outreach
to small businesses
as well as minority
suppliers.
Lamont Robinson
has joined Cardinal
Health as Director,
Supplier Diversity, managing the
firm’s private sector customer
requirements—including the Group
Purchasing and Integrated Delivery
Networks business segments. He
also leads various initiatives to
create joint ventures and other
strategic alliances with diverse
suppliers. Robinson was previously
with Hospira, the hospital products
spinoff from Abbott Laboratories (as
Small Business Liaison Officer and
Senior Purchasing Agent); with
Abbott Laboratories (as Senior
Purchasing Agent); and with the
Lake County Forest Preserves (as a
Buyer). He has a bachelor’s degree
(business administration) from
Lake Forest College and a master’s
degree (general management) from
Keller Graduate School of
Management.
Martha Holmes
joined Cardinal
Health last fall as
Director, Small
Business
Development,
responsible for all
government small
business subcon-
tracting report
management. She
is also the small
business liaison
across Cardinal
Health. Holmes
was previously at Pharmacia, where
she was Director of Supplier
Diversity; and at Monsanto, in
Global Procurement. She is active in
the Chicago Minority Business
Development Council and sits on
the healthcare committee of the
National Minority Business
Development Council. Holmes has
a BS degree from National-Louis
University.
10 Profiles in Diversity Journal November/December 2005
PDJ
“100 Best Companies to Work For”
– Fortune,® 2002, 2003, 2005
“One of the Most Admired Pharmaceutical
Companies in America” – Fortune,® 2002, 2003, 2005
“Top 100 Companies for Working Mothers”
– Working Mother, 1998, 1999, 2000, 2001, 2002, 2004, 2005
“100 Best Places for Latinos to Work”
– Hispanic Magazine, 2000, 2001, 2002, 2003, 2004, 2005
“One of the Top-Rated Companies in Corporate Equality”
– Human Rights Campaign, 2002, 2003, 2004, 2005
“Top Corporation for Women Owned Businesses”
– Women’s Business Enterprise National Council, 2004
You may never set foot in a lab or work hand-in-hand
with scientists, but your talent can change the world.
At Pfizer, everything you do impacts everything we
do. Your ideas will help power the next generation
of medicines that make life a little easier to live for
people everywhere. And at the end of each and
everyday, you’ll know that you’ve made a
difference. This is your career at Pfizer - a career
unlike any other.
Visit www.pfizer.com/careers
Pfizer is an Equal Opportunity Employer.
You were just following your passion. And millions of
people discovered life without the cloud of depression. A
promising treatment for colon cancer entered clinical trials.
Smokers found new strength to finally quit. Researchers made
an important breakthrough to treat macular degeneration.
Senior citizens in need received their prescriptions free of
charge. You were just following your passion at Pfizer.
Expect more
from your career.
B
usiness leaders increasingly
request hard data to support
the link between gender
diversity and corporate financial
performance. In response, Catalyst
conducted a groundbreaking study
demonstrating that such a link does
exist.
The Bottom Line: Connecting
Corporate Performance and Gender
Diversity uses publicly available data
to explore the connection between
gender diversity in top management
teams and U.S. corporate financial
performance in the second half of
the 1990s. This period was chosen
because it represents a time of con-
siderable economic growth and for
which there exists consistent and
reliable gender diversity information.
Two measures were used to
examine financial performance—
Return on Equity (ROE) and Total
Return to Shareholders (TRS)
1
—in
the 353 Fortune 500 companies for
which Catalyst has at least four years
of data. The financial performance of
five industries was also examined.
Catalyst found that there is a
connection between gender diversity
and financial performance. It is
important to note that the study
explores a link, but does not demon-
strate causation. In order to do the
latter, all other possible causes of
good and poor financial performance
would need to be ruled out, which is
beyond the scope of the study.
Findings :
The findings highlighted below re-
affirm Catalyst’s long-standing belief
in the business impact of diversity.
• The group of companies with the
highest representation of women
on their top management teams
experienced better financial per-
formance than the group of com-
panies with the lowest women’s
representation. This finding holds
for both financial measures ana-
lyzed: ROE, which is 35.1 percent
higher, and TRS, which is 34.0 per-
cent higher.
• Financial performance also was
analyzed by industry; in each of
the five industries analyzed
2
, the
group of companies with the high-
est women’s representation on
their top management teams expe-
rienced a higher ROE than the
group of companies with the lowest
women’s representation.
• In four out of the five industries
analyzed, the group of companies
with the highest women’s repre-
sentation on their top management
teams experienced a higher TRS
than the group of companies with
the lowest women’s representa-
tion.
• Catalyst Award-winning compa-
nies financially outperformed the
339 other companies in the sample.
This finding holds true for both ROE
and TRS.
Approach :
Catalyst divided the 353 companies
into four roughly equal quartiles
based on the representation of
women in senior management.
The top quartile comprises the 88
companies with the highest gender
The Bottom Line
By Catalyst
Catalyst’s groundbreaking research confirms that companies recruiting,
retaining, and advancing women will have a competitive advantage
in the global marketplace.
12 Profiles in Diversity Journal November/December 2005
diversity on leadership teams, while
the bottom quartile is the 89 compa-
nies with the lowest gender diversi-
ty. Catalyst then compared the two
groups based on overall ROE and
TRS. Industry and company differ-
ences were controlled to ensure that
the findings were not influenced by
a few uniquely performing indus-
tries or companies. For both ROE
and TRS, on average, top-quartile
companies financially outperformed
bottom-quartile companies.
Catalyst also confirmed that the
connection holds in the other direc-
tion. Again dividing the sample of
353 companies into quartiles—this
time by financial performance meas-
ures (both ROE and TRS)—Catalyst
analyzed the top-quartile (88 compa-
nies) and bottom-quartile (89 com-
panies) financial performers and
found that top financial performers
have a higher representation of women
on their top management teams.
Conclusion :
These findings further confirm the
business case that Catalyst has put
forth for the past 40 years: gender
diversity is indeed a characteristic of
companies with excellent financial
performance, and developing
women managers and leveraging
that talent by giving them a seat at
the decision-making table is smart
business.
Catalyst is the leading research
and advisory organization working
to advance women in business, with
offices in New York, San Jose, and
Toronto. For more information or
to download a free copy of:
The Bottom Line: Connecting
Corporate Performance and Gender
Diversity, visit www.catalyst.org.
You may also sign up to receive
Catalyst’s issue-specific newsletter,
Perspective, and monthly email
updates at news@catalyst.org.
1 ROE and TRS reflect two critical elements of
returns to shareholders: ROE is an accounting-
based measure that reflects corporate finan-
cial performance; TRS is a value-based meas-
ure that reflects changes in stock price.
2 Five industries in Catalyst’s sample have at
least 35 companies, permitting separate
industry analyses: Consumer Discretionary,
Consumer Staples, Financials, Industrials,
and Information Technology/
Telecommunication Services.
PDJ
Average ROE by Gender Diversity Top and
Bottom Quartiles—All Industries
17.7%
13.1%
Average 15.7%
Top Quartile
Companies
Bottom Quartile
Companies
Note: Difference is significant at the 99% level
TRS by Gender Diversity Top and Bottom
Quartiles—All Industries
127.7%
95.3%
Average 109.9%
Top Quartile
Companies
Bottom Quartile
Companies
Note: Difference is significant at the 90% level
Profiles in Diversity Journal November/December 2005 13
T
his is a most important
edition of Profiles in
Diversity Journal: it cele-
brates the accomplishments of 77
senior women leaders, and it is the
gateway for understanding PDJ’s
ongoing focus on promoting women
in senior leadership.
So many women leaders fea-
tured at one time—77—the most
ever celebrated in the magazine’s
history! As you examine their stories,
you will find these leaders come
from all sizes of companies, all disci-
plines, and many industries.
Obviously we are making progress,
real progress, in gender diversity at
senior levels.
But we still have a long way to
go in gender parity in leadership; if
you doubt that, just consider how
impressed you would be if we fea-
tured 77 men as leaders—not very, I
would suggest. The point being that,
while we celebrate these leaders and
our progress, we are just beginning
to make real traction toward gender
parity.
Why is parity important?
A number of business cases can be
cited or developed, but for me there
are three overarching reasons:
• the unique and growing hetero-
geneity of the American popula-
tion;
• the pervasiveness of globalization;
and
• competition in the 21st century
based upon intellectual property
as opposed to brick and mortar.
The emerging demographics of
America are virtually unique in the
world as to diversity and complexity.
Much of America’s future preemi-
nence and success as a culture will
depend on our ability to take advan-
tage of the possibilities this diversity
offers for the common good. A good
first step on this journey is success
with gender diversity.
Globalization is here for the
duration and cannot be sidestepped.
Success for businesses, non-profits,
and nations will depend on operating
well in an all-inclusive worldwide
marketplace for goods, services, and
ideas. Learning from our domestic
diversity opportunities can provide
us a “leg up” in the world of global-
ization.
And finally, in the intense com-
petition of intellectual ideas and
leadership which will be the
By Steven L. Miller
14 Profiles in Diversity Journal November/December 2005
business reality for the coming
decades, how can we not bring to
bear all our nation’s human
resources? As we work to leave no
child behind, we must endeavor as
well to leave no citizen behind.
Success in gender diversity would be
a major step to ensuring a competi-
tive America in the years ahead.
Now, how do we get to gender
parity? As we reflect on these leaders’
stories, we notice the common theme
of mentoring in their narratives.
Leaders do not just happen. They are
nurtured. They are challenged in
constructive environments. In a
word, they are mentored—elevated
and molded by farsighted leaders
who care about the future of the
enterprise long after they themselves
will have left the stage.
It is a primary responsibility of
the current “generation” of leaders of
an organization to make the right
succession happen, and happen
well. Our 77 women leaders in this
issue have had the benefit of men-
toring by preceding leaders who
took the time, interest, and risk to
help develop these women’s careers,
their futures. We honor more women
today than in previous years because
more senior leaders have become
engaged in gender diversity devel-
opment this last decade. Today we
are getting traction like never before
in moving toward gender parity,
because increasing numbers of
today’s senior male leaders are
engaged in making diversified lead-
ership a reality.
Now that band of enlightened
standard-bearers will be joined by
these honored women leaders who
accept the commitment to extend the
mentoring and diversity development
that got them where they are today.
The pace of progress toward diversity
parity will depend on successful leaders
who remember their journey, who
helped them get there, and why.
So today let us celebrate these 77
senior women leaders. Let us read
and learn from their experiences. Let
us resolve to turn our learnings to
action and thereby speed the
progress. And if we do this, and are
successful at gender diversity, we will
be better able to tackle the more diffi-
cult diversity challenges of ethnicity,
GLBT, and those with special needs
and skills. You see, gender diversity
is just the beginning of the journey!
Profiles in Diversity Journal November/December 2005 15
PDJ
Steven L. Miller
Steven L. Miller, retired chairman of
the board of directors, president
and CEO of Shell Oil Company (1999
to 2002), serves as Honorary Chair of
the PDJ Advisory Board.
Mr. Miller currently heads SLM
Discovery Ventures, Inc., head-
quarterd in Houston, TX, which
pursues commercial ventures in
support of volunteerism, social
outreach, and higher education
academic achievement.
He remains active in both the
business and not-for-profit
communities, serving on the boards
of a number of local and national
organizations and institutions:
• The United Way of the Texas Gulf
Coast
• Points of Light Foundation
• Reliant Energy
• University of Illinois Foundation
• The University of Texas M.D.
Anderson Cancer Board of Visitors
• Rice University’s Board of Trustees
• Board of Advisors for Rice’s James
A. Baker III Institute for Public
Policy.
These businesswomen have prevailed in nontraditional fields because they met
challenges head-on and took advantage of opportunities that came their way.
Opportunities like becoming a vendor for Georgia Power, a subsidiary of Southern
Company, the South’s premier energy company. Through our Supplier Mentor
Program and other diversity initiatives, we have assisted qualified female and
minority-owned companies acquire the experience, knowledge, and contacts to
help grow their businesses. At Georgia Power, we believe that their success will
contribute to the economic success of all the communities we serve. To learn
more, visit us at southerncompany.com/suppliers/diversity.asp.
YOU MI GHT BE SURPRI SED WHAT THEY CONSI DER WOMAN’ S WORK.
Cathy Arnett, President, Utility Support Systems, Inc., Distribution Engineering Services; Vickley Raeford, President, Raeford Land Clearing, Inc., Grading and Right-of-Way Clearing;
Rajana Savant, President, Mesa Associates, Inc., Engineering and Research Development; Elizabeth Gats, President, Stag Enterprises, Inc., Commercial and Industrial Supplies Distributor.
Valencia I. Adams
Evelyn Angelle
Mary Atkin
Susan E. Baumgarten
Jean Blackwell
Lori L. Bossmann
Karen Bowman
Catherine S. Brune
Michele Buck
Marcia L. Bullard
Judith E. Campbell
Ria Marie Carlson
Karen L. Carnahan
Deborah Stewart Coleman
Chris Cortez
Barbara R. Cowden
Maria Coyne
Karel K. Czanderna
Nance K. Dicciani
Dana Drago
Anne Erni
Kathleen M. Gainey
Laurene Gallo
Mary Anne Gibbons
Kimberly S. Gray
Cathy D. Green
Sandra L. Hanington
Katherine J. Harless
Glenda A. Hatchett
Kathy J. Herbert
Marillyn A. Hewson
Kathryn Hill
Linda P. Hudson
Denise Kaigler
Carolyn L. Kolesar
Marise Fernandes Kumar
Ilene H. Lang
Sheila Lau
Duy-Loan T. Le
BELLSOUTH CORPORATION
HALLIBURTON
A.G. EDWARDS & SONS
RAYTHEON
CUMMINS
ACE HARDWARE CORPORATION
CONVERGYS CORPORATION
ALLSTATE INSURANCE COMPANY
THE HERSHEY COMPANY
GANNETT CO., INC. (USA WEEKEND)
NEW YORK LIFE INSURANCE COMPANY
INGRAM MICRO
CINTAS CORPORATION
FORD MOTOR COMPANY
DAIMLERCHRYSLER CORPORATION
STATE FARM INSURANCE COMPANIES
KEYBANK
WHIRLPOOL CORPORATION
HONEYWELL INTERNATIONAL
THE HARTFORD FINANCIAL SERVICES GROUP
LEHMAN BROTHERS
UNITED STATES ARMY
BOOZ ALLEN HAMILTON
UNITED STATES POSTAL SERVICE
HIGHMARK
FOOD LION
BMO FINANCIAL GROUP (HARRIS)
VERIZON INFORMATION SERVICES
HCA
ALBERTSON'S
LOCKHEED MARTIN (KELLY AVIATION)
CISCO SYSTEMS
GENERAL DYNAMICS CORPORATION
REEBOK INTERNATIONAL
SODEXHO HEALTH CARE SERVICES
WHIRLPOOL CORPORATION
CATALYST
VERIZON NETWORK SERVICES GROUP
TEXAS INSTRUMENTS
Katherine Linder
Cathy Lyons
Janet Marzett
Margaret G. McGlynn
Tsion M. Messick
Pamela T. Miller
Ana Mollinedo Mims
Sylvia M. Montero
Maritza Gomez Montiel
Phyllis Golden Morey
Maria R. Morris
Tiffany P. Olson
Larree M. Renda
Karen S. Rohan
Ann E. Rondeau
Alice Rosenblatt
D'Arcy Foster Rudnay
Susan E. Sheskey
Leslie R. Sibert
Tina M. Sivinski
Launi D. Skinner
Karin Stone
Janice D. Stoney
Dawn Sweeney
Marilyn B. Tavenner
Karen D. Taylor
Jean Thomas
Janice M. Tomlinson
Michele P. Toth
Debra A. Valentine
Kim E. VanGelder
Lora J. Villarreal
Jacqui D. Vines
Debra K. Walker
Catherine West
Teresa L. White
Paula J. Zusi
Rhonda Zygocki
VERIZON LIVESOURCE & PUBLIC
HEWLETT-PACKARD
DAIMLERCHRYSLER SERVICES NORTH AMERICA
MERCK (VACCINES)
PEPCO HOLDINGS
MEDCO HEALTH SOLUTIONS
STARWOOD HOTELS & RESORTS WORLDWIDE
PFIZER
DELOITTE & TOUCHE USA
LEAR CORPORATION
METLIFE
ROCHE DIAGNOSTICS CORPORATION
SAFEWAY
CIGNA CORPORATION (SPECIALTY COMPANIES)
UNITED STATES NAVY
WELLPOINT
COMCAST CORPORATION
DELL
GEORGIA POWER
ELECTRONIC DATA SYSTEMS CORPORATION
STARBUCKS COFFEE
NATIONAL CITY CORPORATION
THE WILLIAMS COMPANIES
AARP SERVICES
HCA
RELIANT ENERGY
CENDANT CORPORATION
CHUBB GROUP OF INSURANCE COMPANIES
NORTHROP GRUMMAN INFORMATION TECHNOLOGY
UNITED TECHNOLOGIES CORPORATION
EASTMAN KODAK COMPANY
AFFILIATED COMPUTER SERVICES
COX COMMUNICATIONS
UNITED STATES AIR FORCE
CAPITAL ONE FINANCIAL
AFLAC
LIZ CLAIBORNE
CHEVRON CORPORATION
Profiles in Diversity Journal November/December 2005 17
18 Profiles in Diversity Journal November/December 2005 Profiles in Diversity Journal November/December 2005 19
Chrysler, Jeep, and Dodge are registered trademarks of DaimlerChrysler Corporation.
Diversity.
It’s what drives us.
From the cadres of minority designers, engineers, and office staff to the men and women on the
factory floor and our network of minority owned dealers, we're dedicated to creating the best cars
and trucks possible. In fact, this dedication to work ethic, smarts, and quality is inherent in every
vehicle we produce. It's what makes us the proud American brands of DaimlerChrysler Corporation.
w h o a r e Le a d i n g t h e Wa y . . . 7 7 Wo m e n
Valencia I. Adams
Evelyn Angelle
Mary Atkin
Susan E. Baumgarten
Jean Blackwell
Lori L. Bossmann
Karen Bowman
Catherine S. Brune
Michele Buck
Marcia L. Bullard
Judith E. Campbell
Ria Marie Carlson
Karen L. Carnahan
Deborah Stewart Coleman
Chris Cortez
Barbara R. Cowden
Maria Coyne
Karel K. Czanderna
Nance K. Dicciani
Dana Drago
Anne Erni
Kathleen M. Gainey
Laurene Gallo
Mary Anne Gibbons
Kimberly S. Gray
Cathy D. Green
Sandra L. Hanington
Katherine J. Harless
Glenda A. Hatchett
Kathy J. Herbert
Marillyn A. Hewson
Kathryn Hill
Linda P. Hudson
Denise Kaigler
Carolyn L. Kolesar
Marise Fernandes Kumar
Ilene H. Lang
Sheila Lau
Duy-Loan T. Le
BELLSOUTH CORPORATION
HALLIBURTON
A.G. EDWARDS & SONS
RAYTHEON
CUMMINS
ACE HARDWARE CORPORATION
CONVERGYS CORPORATION
ALLSTATE INSURANCE COMPANY
THE HERSHEY COMPANY
GANNETT CO., INC. (USA WEEKEND)
NEW YORK LIFE INSURANCE COMPANY
INGRAM MICRO
CINTAS CORPORATION
FORD MOTOR COMPANY
DAIMLERCHRYSLER CORPORATION
STATE FARM INSURANCE COMPANIES
KEYBANK
WHIRLPOOL CORPORATION
HONEYWELL INTERNATIONAL
THE HARTFORD FINANCIAL SERVICES GROUP
LEHMAN BROTHERS
UNITED STATES ARMY
BOOZ ALLEN HAMILTON
UNITED STATES POSTAL SERVICE
HIGHMARK
FOOD LION
BMO FINANCIAL GROUP (HARRIS)
VERIZON INFORMATION SERVICES
HCA
ALBERTSON'S
LOCKHEED MARTIN (KELLY AVIATION)
CISCO SYSTEMS
GENERAL DYNAMICS CORPORATION
REEBOK INTERNATIONAL
SODEXHO HEALTH CARE SERVICES
WHIRLPOOL CORPORATION
CATALYST
VERIZON NETWORK SERVICES GROUP
TEXAS INSTRUMENTS
Katherine Linder
Cathy Lyons
Janet Marzett
Margaret G. McGlynn
Tsion M. Messick
Pamela T. Miller
Ana Mollinedo Mims
Sylvia M. Montero
Maritza Gomez Montiel
Phyllis Golden Morey
Maria R. Morris
Tiffany P. Olson
Larree M. Renda
Karen S. Rohan
Ann E. Rondeau
Alice Rosenblatt
D'Arcy Foster Rudnay
Susan E. Sheskey
Leslie R. Sibert
Tina M. Sivinski
Launi D. Skinner
Karin Stone
Janice D. Stoney
Dawn Sweeney
Marilyn B. Tavenner
Karen D. Taylor
Jean Thomas
Janice M. Tomlinson
Michele P. Toth
Debra A. Valentine
Kim E. VanGelder
Lora J. Villarreal
Jacqui D. Vines
Debra K. Walker
Catherine West
Teresa L. White
Paula J. Zusi
Rhonda Zygocki
VERIZON LIVESOURCE & PUBLIC
HEWLETT-PACKARD
DAIMLERCHRYSLER SERVICES NORTH AMERICA
MERCK (VACCINES)
PEPCO HOLDINGS
MEDCO HEALTH SOLUTIONS
STARWOOD HOTELS & RESORTS WORLDWIDE
PFIZER
DELOITTE & TOUCHE USA
LEAR CORPORATION
METLIFE
ROCHE DIAGNOSTICS CORPORATION
SAFEWAY
CIGNA CORPORATION (SPECIALTY COMPANIES)
UNITED STATES NAVY
WELLPOINT
COMCAST CORPORATION
DELL
GEORGIA POWER
ELECTRONIC DATA SYSTEMS CORPORATION
STARBUCKS COFFEE
NATIONAL CITY CORPORATION
THE WILLIAMS COMPANIES
AARP SERVICES
HCA
RELIANT ENERGY
CENDANT CORPORATION
CHUBB GROUP OF INSURANCE COMPANIES
NORTHROP GRUMMAN INFORMATION TECHNOLOGY
UNITED TECHNOLOGIES CORPORATION
EASTMAN KODAK COMPANY
AFFILIATED COMPUTER SERVICES
COX COMMUNICATIONS
UNITED STATES AIR FORCE
CAPITAL ONE FINANCIAL
AFLAC
LIZ CLAIBORNE
CHEVRON CORPORATION
Profiles in Diversity Journal November/December 2005 17

18 Profiles in Diversity Journal November/December 2005 Profiles in Diversity Journal November/December 2005 19
Chrysler, Jeep, and Dodge are registered trademarks of DaimlerChrysler Corporation.
Diversity.
It’s what drives us.
From the cadres of minority designers, engineers, and office staff to the men and women on the
factory floor and our network of minority owned dealers, we're dedicated to creating the best cars
and trucks possible. In fact, this dedication to work ethic, smarts, and quality is inherent in every
vehicle we produce. It's what makes us the proud American brands of DaimlerChrysler Corporation.
w h o a r e Le a d i n g t h e Wa y . . . 7 7 Wo m e n
Valencia I. Adams
Evelyn Angelle
Mary Atkin
Susan E. Baumgarten
Jean Blackwell
Lori L. Bossmann
Karen Bowman
Catherine S. Brune
Michele Buck
Marcia L. Bullard
Judith E. Campbell
Ria Marie Carlson
Karen L. Carnahan
Deborah Stewart Coleman
Chris Cortez
Barbara R. Cowden
Maria Coyne
Karel K. Czanderna
Nance K. Dicciani
Dana Drago
Anne Erni
Kathleen M. Gainey
Laurene Gallo
Mary Anne Gibbons
Kimberly S. Gray
Cathy D. Green
Sandra L. Hanington
Katherine J. Harless
Glenda A. Hatchett
Kathy J. Herbert
Marillyn A. Hewson
Kathryn Hill
Linda P. Hudson
Denise Kaigler
Carolyn L. Kolesar
Marise Fernandes Kumar
Ilene H. Lang
Sheila Lau
Duy-Loan T. Le
BELLSOUTH CORPORATION
HALLIBURTON
A.G. EDWARDS & SONS
RAYTHEON
CUMMINS
ACE HARDWARE CORPORATION
CONVERGYS CORPORATION
ALLSTATE INSURANCE COMPANY
THE HERSHEY COMPANY
GANNETT CO., INC. (USA WEEKEND)
NEW YORK LIFE INSURANCE COMPANY
INGRAM MICRO
CINTAS CORPORATION
FORD MOTOR COMPANY
DAIMLERCHRYSLER CORPORATION
STATE FARM INSURANCE COMPANIES
KEYBANK
WHIRLPOOL CORPORATION
HONEYWELL INTERNATIONAL
THE HARTFORD FINANCIAL SERVICES GROUP
LEHMAN BROTHERS
UNITED STATES ARMY
BOOZ ALLEN HAMILTON
UNITED STATES POSTAL SERVICE
HIGHMARK
FOOD LION
BMO FINANCIAL GROUP (HARRIS)
VERIZON INFORMATION SERVICES
HCA
ALBERTSON'S
LOCKHEED MARTIN (KELLY AVIATION)
CISCO SYSTEMS
GENERAL DYNAMICS CORPORATION
REEBOK INTERNATIONAL
SODEXHO HEALTH CARE SERVICES
WHIRLPOOL CORPORATION
CATALYST
VERIZON NETWORK SERVICES GROUP
TEXAS INSTRUMENTS
Katherine Linder
Cathy Lyons
Janet Marzett
Margaret G. McGlynn
Tsion M. Messick
Pamela T. Miller
Ana Mollinedo Mims
Sylvia M. Montero
Maritza Gomez Montiel
Phyllis Golden Morey
Maria R. Morris
Tiffany P. Olson
Larree M. Renda
Karen S. Rohan
Ann E. Rondeau
Alice Rosenblatt
D'Arcy Foster Rudnay
Susan E. Sheskey
Leslie R. Sibert
Tina M. Sivinski
Launi D. Skinner
Karin Stone
Janice D. Stoney
Dawn Sweeney
Marilyn B. Tavenner
Karen D. Taylor
Jean Thomas
Janice M. Tomlinson
Michele P. Toth
Debra A. Valentine
Kim E. VanGelder
Lora J. Villarreal
Jacqui D. Vines
Debra K. Walker
Catherine West
Teresa L. White
Paula J. Zusi
Rhonda Zygocki
VERIZON LIVESOURCE & PUBLIC
HEWLETT-PACKARD
DAIMLERCHRYSLER SERVICES NORTH AMERICA
MERCK (VACCINES)
PEPCO HOLDINGS
MEDCO HEALTH SOLUTIONS
STARWOOD HOTELS & RESORTS WORLDWIDE
PFIZER
DELOITTE & TOUCHE USA
LEAR CORPORATION
METLIFE
ROCHE DIAGNOSTICS CORPORATION
SAFEWAY
CIGNA CORPORATION (SPECIALTY COMPANIES)
UNITED STATES NAVY
WELLPOINT
COMCAST CORPORATION
DELL
GEORGIA POWER
ELECTRONIC DATA SYSTEMS CORPORATION
STARBUCKS COFFEE
NATIONAL CITY CORPORATION
THE WILLIAMS COMPANIES
AARP SERVICES
HCA
RELIANT ENERGY
CENDANT CORPORATION
CHUBB GROUP OF INSURANCE COMPANIES
NORTHROP GRUMMAN INFORMATION TECHNOLOGY
UNITED TECHNOLOGIES CORPORATION
EASTMAN KODAK COMPANY
AFFILIATED COMPUTER SERVICES
COX COMMUNICATIONS
UNITED STATES AIR FORCE
CAPITAL ONE FINANCIAL
AFLAC
LIZ CLAIBORNE
CHEVRON CORPORATION
Profiles in Diversity Journal November/December 2005 17

W O M E N W O R T H W A T C H I N G 2 0 0 6
Lori L. Bossmann
Ace Hardware
Janet Marzett
DaimlerChrysler
Mary Atkin
A.G. Edwards
Catherine S. Brune
Allstate
Evelyn Angelle
Halliburton
Michele Buck
Hershey
Nance K. Dicciani
Honeywell
Marcia L. Bullard
Gannett (USA Weekend)
Barbara R. Cowden
State Farm
Ria Marie Carlson
Ingram Micro
Dana Drago
The Hartford
Laurene Gallo
Booz Allen
Anne Erni
Lehman Bros.
Cathy D. Green
Food Lion
Katherine Linder
Verizon
Duy-Loan T. Le
Texas Instruments
Denise Kaigler
Reebok
Katherine J. Harless
Verizon
Linda P. Hudson
General Dynamics
Kimberly S. Gray
Highmark
Tina M. Sivinski
EDS
Ilene H. Lang
Catalyst
Karin Stone
National City
Bank
Larree M. Renda
Safeway
Phyllis G. Morey
Lear
Jean Blackwell
Cummins
Janice D. Stoney
Williams Companies
Karen S. Rohan
CIGNA
Tsion M. Messick
Pepco
Cathy Lyons
Hewlett-Packard
Catherine West
Capital One
Teresa L. White
Aflac
Lora J. Villarreal
ACS
D’Arcy F. Rudnay
Comcast
Janice M.
Tomlinson
Chubb Group
Paula J. Zusi
Liz Claiborne
Debra K. Walker
U.S. Air Force
Kathy J. Herbert
Albertson's
Jean Thomas
Cendant
Glenda A. Hatchett
HCA Karen Bowman
Convergys
W O M E N W O R T H W A T C H I N G 2 0 0 6
Lori L. Bossmann
Ace Hardware
Janet Marzett
DaimlerChrysler
Mary Atkin
A.G. Edwards
Catherine S. Brune
Allstate
Evelyn Angelle
Halliburton
Michele Buck
Hershey
Nance K. Dicciani
Honeywell
Marcia L. Bullard
Gannett (USA Weekend)
Barbara R. Cowden
State Farm
Ria Marie Carlson
Ingram Micro
Dana Drago
The Hartford
Laurene Gallo
Booz Allen
Anne Erni
Lehman Bros.
Cathy D. Green
Food Lion
Katherine Linder
Verizon
Duy-Loan T. Le
Texas Instruments
Denise Kaigler
Reebok
Katherine J. Harless
Verizon
Linda P. Hudson
General Dynamics
Kimberly S. Gray
Highmark
Tina M. Sivinski
EDS
Ilene H. Lang
Catalyst
Karin Stone
National City
Bank
Larree M. Renda
Safeway
Phyllis G. Morey
Lear
Jean Blackwell
Cummins
Janice D. Stoney
Williams Companies
Karen S. Rohan
CIGNA
Tsion M. Messick
Pepco
Cathy Lyons
Hewlett-Packard
Catherine West
Capital One
Teresa L. White
Aflac
Lora J. Villarreal
ACS
D’Arcy F. Rudnay
Comcast
Janice M.
Tomlinson
Chubb Group
Paula J. Zusi
Liz Claiborne
Debra K. Walker
U.S. Air Force
Kathy J. Herbert
Albertson's
Jean Thomas
Cendant
Glenda A. Hatchett
HCA Karen Bowman
Convergys
W O M E N W O R T H W A T C H I N G 2 0 0 6
Lori L. Bossmann
Ace Hardware
Janet Marzett
DaimlerChrysler
Mary Atkin
A.G. Edwards
Catherine S. Brune
Allstate
Evelyn Angelle
Halliburton
Michele Buck
Hershey
Nance K. Dicciani
Honeywell
Marcia L. Bullard
Gannett (USA Weekend)
Barbara R. Cowden
State Farm
Ria Marie Carlson
Ingram Micro
Dana Drago
The Hartford
Laurene Gallo
Booz Allen
Anne Erni
Lehman Bros.
Cathy D. Green
Food Lion
Katherine Linder
Verizon
Duy-Loan T. Le
Texas Instruments
Denise Kaigler
Reebok
Katherine J. Harless
Verizon
Linda P. Hudson
General Dynamics
Kimberly S. Gray
Highmark
Tina M. Sivinski
EDS
Ilene H. Lang
Catalyst
Karin Stone
National City
Bank
Larree M. Renda
Safeway
Phyllis G. Morey
Lear
Jean Blackwell
Cummins
Janice D. Stoney
Williams Companies
Karen S. Rohan
CIGNA
Tsion M. Messick
Pepco
Cathy Lyons
Hewlett-Packard
Catherine West
Capital One
Teresa L. White
Aflac
Lora J. Villarreal
ACS
D’Arcy F. Rudnay
Comcast
Janice M.
Tomlinson
Chubb Group
Paula J. Zusi
Liz Claiborne
Debra K. Walker
U.S. Air Force
Kathy J. Herbert
Albertson's
Jean Thomas
Cendant
Glenda A. Hatchett
HCA Karen Bowman
Convergys
W O M E N W O R T H W A T C H I N G 2 0 0 6
Lori L. Bossmann
Ace Hardware
Janet Marzett
DaimlerChrysler
Mary Atkin
A.G. Edwards
Catherine S. Brune
Allstate
Evelyn Angelle
Halliburton
Michele Buck
Hershey
Nance K. Dicciani
Honeywell
Marcia L. Bullard
Gannett (USA Weekend)
Barbara R. Cowden
State Farm
Ria Marie Carlson
Ingram Micro
Dana Drago
The Hartford
Laurene Gallo
Booz Allen
Anne Erni
Lehman Bros.
Cathy D. Green
Food Lion
Katherine Linder
Verizon
Duy-Loan T. Le
Texas Instruments
Denise Kaigler
Reebok
Katherine J. Harless
Verizon
Linda P. Hudson
General Dynamics
Kimberly S. Gray
Highmark
Tina M. Sivinski
EDS
Ilene H. Lang
Catalyst
Karin Stone
National City
Bank
Larree M. Renda
Safeway
Phyllis G. Morey
Lear
Jean Blackwell
Cummins
Janice D. Stoney
Williams Companies
Karen S. Rohan
CIGNA
Tsion M. Messick
Pepco
Cathy Lyons
Hewlett-Packard
Catherine West
Capital One
Teresa L. White
Aflac
Lora J. Villarreal
ACS
D’Arcy F. Rudnay
Comcast
Janice M.
Tomlinson
Chubb Group
Paula J. Zusi
Liz Claiborne
Debra K. Walker
U.S. Air Force
Kathy J. Herbert
Albertson's
Jean Thomas
Cendant
Glenda A. Hatchett
HCA Karen Bowman
Convergys
18 Profiles in Diversity Journal November/December 2005 Profiles in Diversity Journal November/December 2005 19
Chrysler, Jeep, and Dodge are registered trademarks of DaimlerChrysler Corporation.
Diversity.
It’s what drives us.
From the cadres of minority designers, engineers, and office staff to the men and women on the
factory floor and our network of minority owned dealers, we're dedicated to creating the best cars
and trucks possible. In fact, this dedication to work ethic, smarts, and quality is inherent in every
vehicle we produce. It's what makes us the proud American brands of DaimlerChrysler Corporation.
w h o a r e Le a d i n g t h e Wa y . . . 7 7 Wo m e n
Valencia I. Adams
Evelyn Angelle
Mary Atkin
Susan E. Baumgarten
Jean Blackwell
Lori L. Bossmann
Karen Bowman
Catherine S. Brune
Michele Buck
Marcia L. Bullard
Judith E. Campbell
Ria Marie Carlson
Karen L. Carnahan
Deborah Stewart Coleman
Chris Cortez
Barbara R. Cowden
Maria Coyne
Karel K. Czanderna
Nance K. Dicciani
Dana Drago
Anne Erni
Kathleen M. Gainey
Laurene Gallo
Mary Anne Gibbons
Kimberly S. Gray
Cathy D. Green
Sandra L. Hanington
Katherine J. Harless
Glenda A. Hatchett
Kathy J. Herbert
Marillyn A. Hewson
Kathryn Hill
Linda P. Hudson
Denise Kaigler
Carolyn L. Kolesar
Marise Fernandes Kumar
Ilene H. Lang
Sheila Lau
Duy-Loan T. Le
BELLSOUTH CORPORATION
HALLIBURTON
A.G. EDWARDS & SONS
RAYTHEON
CUMMINS
ACE HARDWARE CORPORATION
CONVERGYS CORPORATION
ALLSTATE INSURANCE COMPANY
THE HERSHEY COMPANY
GANNETT CO., INC. (USA WEEKEND)
NEW YORK LIFE INSURANCE COMPANY
INGRAM MICRO
CINTAS CORPORATION
FORD MOTOR COMPANY
DAIMLERCHRYSLER CORPORATION
STATE FARM INSURANCE COMPANIES
KEYBANK
WHIRLPOOL CORPORATION
HONEYWELL INTERNATIONAL
THE HARTFORD FINANCIAL SERVICES GROUP
LEHMAN BROTHERS
UNITED STATES ARMY
BOOZ ALLEN HAMILTON
UNITED STATES POSTAL SERVICE
HIGHMARK
FOOD LION
BMO FINANCIAL GROUP (HARRIS)
VERIZON INFORMATION SERVICES
HCA
ALBERTSON'S
LOCKHEED MARTIN (KELLY AVIATION)
CISCO SYSTEMS
GENERAL DYNAMICS CORPORATION
REEBOK INTERNATIONAL
SODEXHO HEALTH CARE SERVICES
WHIRLPOOL CORPORATION
CATALYST
VERIZON NETWORK SERVICES GROUP
TEXAS INSTRUMENTS
Katherine Linder
Cathy Lyons
Janet Marzett
Margaret G. McGlynn
Tsion M. Messick
Pamela T. Miller
Ana Mollinedo Mims
Sylvia M. Montero
Maritza Gomez Montiel
Phyllis Golden Morey
Maria R. Morris
Tiffany P. Olson
Larree M. Renda
Karen S. Rohan
Ann E. Rondeau
Alice Rosenblatt
D'Arcy Foster Rudnay
Susan E. Sheskey
Leslie R. Sibert
Tina M. Sivinski
Launi D. Skinner
Karin Stone
Janice D. Stoney
Dawn Sweeney
Marilyn B. Tavenner
Karen D. Taylor
Jean Thomas
Janice M. Tomlinson
Michele P. Toth
Debra A. Valentine
Kim E. VanGelder
Lora J. Villarreal
Jacqui D. Vines
Debra K. Walker
Catherine West
Teresa L. White
Paula J. Zusi
Rhonda Zygocki
VERIZON LIVESOURCE & PUBLIC
HEWLETT-PACKARD
DAIMLERCHRYSLER SERVICES NORTH AMERICA
MERCK (VACCINES)
PEPCO HOLDINGS
MEDCO HEALTH SOLUTIONS
STARWOOD HOTELS & RESORTS WORLDWIDE
PFIZER
DELOITTE & TOUCHE USA
LEAR CORPORATION
METLIFE
ROCHE DIAGNOSTICS CORPORATION
SAFEWAY
CIGNA CORPORATION (SPECIALTY COMPANIES)
UNITED STATES NAVY
WELLPOINT
COMCAST CORPORATION
DELL
GEORGIA POWER
ELECTRONIC DATA SYSTEMS CORPORATION
STARBUCKS COFFEE
NATIONAL CITY CORPORATION
THE WILLIAMS COMPANIES
AARP SERVICES
HCA
RELIANT ENERGY
CENDANT CORPORATION
CHUBB GROUP OF INSURANCE COMPANIES
NORTHROP GRUMMAN INFORMATION TECHNOLOGY
UNITED TECHNOLOGIES CORPORATION
EASTMAN KODAK COMPANY
AFFILIATED COMPUTER SERVICES
COX COMMUNICATIONS
UNITED STATES AIR FORCE
CAPITAL ONE FINANCIAL
AFLAC
LIZ CLAIBORNE
CHEVRON CORPORATION
Profiles in Diversity Journal November/December 2005 17

Profiles in Diversity Journal November/December 2005 25
These leading women worth watching represent achievement
and initiative within their organizations. Thei r counsel i ng
“memos” t o ot her women aspi ri ng t o l eadershi p—t ol d
i n t hei r own words—shar e cert ai n pri nci pl es, val ues,
and perspect i ves: sel f awareness, learning, perseverance,
fai rness. Yet, thei r profi l es reveal them as distinctively
vari ed i ndi vi dual s you’ l l want t o get acquai nt ed wi t h.
MEMOS FROM
WOMEN WORTH WATCHI NG 2006
any of the executives I have known who are
deemed “accomplished” people in the workplace
often attribute at least part of their success to their
mentors. This holds true for those both inside and
outside of corporate America.
There are several individuals to whom I attribute
my success as a leader in business and in my commu-
nity. My mother was my earliest mentor. When I was
growing up, she instilled in her children the impor-
tance of always doing your best, and that we are no
better or no less than anyone else. To this day, I
value her counsel and input.
As I came up through the corporate ranks in the
late ’60s, there were few, if any, women—particularly
African-American women—to serve as role models or
mentors. I believe the mentoring experience can and
should benefit both the mentor and the mentee in
many unique ways. A mentor brings the vision and
broader business perspectives to the partnership,
while the mentee brings current reality and “front-
line” business perspectives to the partnership. It is
where these two perspectives meet and are explored
that learning for the individuals and the organization
takes place.
Forming a mentoring relationship—whether as
mentor or mentee—gives you a chance to see yourself
and your career aspirations from another perspective.
You can learn from others’ mistakes—without having
to repeat them. You can also benefit from someone’s
past successes—without re-inventing the wheel!
Mentoring someone can give you a chance to revisit
skills that you have mastered and pass on a little of
what you have learned from others. It may actually
change the way you approach your own work.
These mentoring relationships best promote diversity
of thought and skills when made across disciplines,
operating units, race and gender lines, age, and
experience levels. Sharing both professional and personal
insights serves to enhance the process since the two areas
are often intertwined.
Shadowing, networking, and learning are some of the
key elements which contribute to a rewarding mentoring
experience. One of my first corporate mentors helped me
to believe in my abilities, helping me to realize I was
sometimes my own biggest obstacle to success.
Constructive feedback between the mentor and
mentee, though not always easy for some women to do,
is very necessary. You want to be able to discuss strengths
and weaknesses and share insights on those developmen-
tal areas that a peer or boss may be reluctant to discuss.
Too often the mentoring process breaks down due to
lack of commitment or follow-through by one or both
parties. To help avoid this, create a “contract” outlining
the goals and objectives of the relationship. Each party
must have a willingness to devote the necessary time and
energy to assist in the building of the mentor/mentee
relationship. Trustworthiness and respect for confidentiality
are essential to the experience. The characteristics and
style the mentor brings to the process are important
elements in enhancing the mentor/mentee partnership.
I believe it is critical, especially for women, to reach
back and help others along, as well as to not be afraid to
seek out those who can help us attain personal goals.
Sometimes we don’t have because we don’t ask!
Valencia I. Adams
M
COMPANY: BellSouth Corporation
HEADQUARTERS: Atlanta, GA
WEBSITE: www.bellsouth.com
BUSINESS: Telecommunications
2004 REVENUE: ~$28 billion
EMPLOYEES: 63,000
CUSTOMERS: DSL: >2 million; long distance: >6 million;
access lines: >21 million
PDJ
TITLE: Vice President & Chief Diversity Officer
EDUCATION: Bachelor of Business Administration:
Georgia State University
FIRST JOB: Telephone operator at BellSouth
READING: Whatever my book club is reading
PHILOSOPHY: It doesn’t matter who gets the credit.
FAMILY: Husband
INTERESTS: Church choir and boards; reading; traveling
FAVORITE CHARITY: Women’s Resource Center
To End Domestic Violence
BELLSOUTH
26 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
f anyone were to ask me what is my most prized
possession, I would say my college degree. My
parents were immigrants from what used to be
Yugoslavia. They didn’t expect me to go to college
and didn’t have the money to help me. I worked as a
lifeguard for years and saved all my money, and I got
some scholarships. Still, it was difficult financially, so I
finished college in three years instead of four. Because
I knew that I’d need to be able to find a job, I chose
my major after reading an article that listed accounting
as one of the top professions for new graduates. It
turned out to be a good match.
This industry has a tradition of men in coveralls
and hardhats out in the oilfields or on project sites.
There aren’t a lot of women executives in business
or technical positions, although that’s changing. I’m
Halliburton’s first female head of investor relations,
and I’m proud of that. But I’m convinced that they
offered me the position because, after looking at all
the candidates, men and women, they concluded
that I was the best person for the job. And that’s the
way I want it. I want to be seen as someone who’s
made it because of talent and hard work, not
because I’m a woman.
It’s been a stretch. My previous job was assistant
controller, so the financial part of investor relations
was easy for me. However, I realized right away I
needed to understand the operations—drill bits and
pressure pumping and liquefied natural gas.
Fortunately, I’m the type of person who loves a
challenge, and when I set a goal I usually achieve it.
I also have great mentors here at Halliburton and a lot
of support—both at work and at home.
If there is just one piece of advice I’d pass along
to other women in business, it’s to be careful how
you treat people. It sounds simple, but I’ve found that
it’s often the simplest things that hold the greatest
truth. I spent the first 15 years of my career at one of
the big accounting firms. In public accounting it’s “up
or out,” so turnover was a fact of life. It was very likely
that some of my coworkers who left the firm might
one day be my clients or my neighbors. The world is
really very small. It’s important to treat people well
that you meet along the way because it’s likely you’ll
see them again.
Evelyn Angelle
I
TITLE: Vice President – Investor Relations
EDUCATION: BBA (accounting): Saint Mary’s College,
Notre Dame, IN
FIRST JOB: Lifeguard and swimming instructor
READING: Triathlons for Women
PHILOSOPHY: You reap what you sow.
FAMILY: Husband, and very fine 5-year-old son
INTERESTS: Horses (I have four); running
COMPANY: Halliburton
HEADQUARTERS: Houston, TX
WEBSITE: www.halliburton.com
BUSINESS/RANKING: World’s second largest energy
services company
2004 REVENUE: $20.47 billion
EMPLOYEES: 106,000
PDJ
HALLI BURTON
Profiles in Diversity Journal November/December 2005 27
WOMEN WORTH WATCHI NG 2006
eveloping your personal leadership philosophy is
the first step to becoming a leader. As for advice to
give to others, the best I can offer is to share the
leadership principles that I have followed in my
own career.
I truly believe that success in life is determined
not by what happens to us, but by what we make
happen. If you aspire to be a leader, you must first
establish a reputation as someone who can make
things happen. Take on challenging assignments that
stretch you beyond your comfort zone, and then
deliver results that go above and beyond expectations.
Delivering results, however, is only the begin-
ning. The difference between success and failure is
often not in “what” you do, but in “how” you do it.
When I reflect on my career, I recognize it is how I
went about my work that set me apart and paved
the way for advancement. Tackle your work with
conviction and enthusiasm. Value people and treat
them with respect. Show moral courage to “do the
right thing,” even if it’s unpopular. Be willing to
make the hard call. All of these qualities will help
you earn credibility and respect as a leader.
Don’t be limited by the boundaries of your job
description. Learn more than you need to know
to do the job you have today. Understand your
company’s business inside and out. Know the issues
and challenges facing your organization, and try to
look at the world from the perspective of your firm’s
top management.
Have a vision of what you are trying to accom-
plish and pursue it with passion. I realized early in
my career that I relished the role of being a change
agent. The bigger the obstacles, the more energized
I became. Embrace change—that alone will set you
apart. If you believe passionately in what you are
trying to accomplish, you will inspire others.
Build effective give-and-take relationships. Very
few people achieve success without the help and
support of others. Surround yourself with talented
people and empower them to achieve. Make time to
help others to succeed, and don’t be afraid to ask
for help when you need it yourself. Seek feedback
and accept it un-defensively. Excel at teamwork and
be generous about sharing the credit for a job well
done.
Finally, believe in yourself and be comfortable
with who you are. Strive to keep balance in your
life. Know your priorities and make time for what’s
most important to you. Be grateful for all of
life’s gifts.
Mary Atkin
D
TITLE: Executive Vice President, Director of Staff Division
EDUCATION: BSBA: University of Minnesota, Carlson
School of Management
FIRST JOB: Research assistant for commodity futures
markets
READING: I keep both a fiction and a non-fiction best-
seller on my nightstand at all times. I’m currently reading
The History of Love: A Novel (Krauss) and Blink: The
Power of Thinking Without Thinking (Gladwell).
PHILOSOPHY: Life is what you make it.
FAMILY: Two children: daughter (16), son (14)
INTERESTS: Travel; reading; family activities; community
involvement
FAVORITE CHARITY: There are too many worthy
charities for me to pick a favorite; I focus my personal
efforts toward education and health and human services
organizations.
COMPANY: A.G. Edwards & Sons
HEADQUARTERS: St. Louis, MO
WEBSI TE: www.agedwards.com
BUSI NESS: Brokerage firm
2005 REVENUE: $2.6 billion
EMPLOYEES: 15,246
CUSTOMERS: 3.6 million
PDJ
A. G. EDWARDS
28 Profiles in Diversity Journal November/December 2005
PepsiCo is dedicated to the policy of equal employment opportunity for all applicants without regard to their race,
color, religion, gender, age, disability, national origin, sexual orientation or any other category protected by law.
At PepsiCo, we value unique perspectives. Diversity and inclusion are benchmarks of
our business. In the 21st century, high performance begins with the ability to see a
different point of view. For more information, visit our Web site: www.pepsijobs.com
Not Everyone at PepsiCo Sees Things the Same Way
#4 on Top 50 Companies for Diversity*
#1 for Latinos*
#1 for African Americans*
#2 for Recruitment and Retention*
#4 for Asian Americans*
#5 for GLBT Employees*
#8 for Supplier Diversity*
*DiversityInc Magazine 2005
30 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
share with women who aspire to be tomorrow’s
corporate leaders that great success is not easy—but
it’s doable. It’s about competence and hard work.
It’s making choices and understanding that no one
will give success to you. You have to get the educa-
tion and the credentials. When you have chosen
something to do, you have to commit to being good
at it, in places where you can make an impact.
Professional challenges and diversity of opportunities
in life enable you to be a better leader. For me, it’s
about knowing yourself, creating your own career,
and excelling at it.
As a woman in a male-dominated industry—or
any industry for that matter—you have to recognize
that you are different. Acting like you’re not is non-
sense. You have to be confident, however, that you
have something to bring to the game no matter your
difference; so make sure you participate and demon-
strate your skills and abilities with humility rather
than self-aggrandizement. Early on, competence and
knowledge are enough, but you have to be even
smarter as you move up because workplace and
organizational politics are involved. Politics is not
necessarily a bad thing; you just have to be aware and
develop an ability and agility to work through them.
There may be daunting challenges at times, but
it all comes back to competence. If you are good at
what you do, competence will prevail. You will then
find that once you are at a certain level, people will
actually defer to you. This respect will not happen
because you may be the only or one of few women
in the room. It will happen because demonstration
of your competence will make clear you are there
because of your experience, skills, and credentials.
I encourage women to always remember that you
have something to offer and you are there for a reason.
Susan E. Baumgarten
I
COMPANY: Raytheon
HEADQUARTERS: Waltham, MA
WEBSI TE: www.raytheon.com
BUSI NESS/ RANKI NG: Defense and government
electronics, space, technical services; business and
special mission aircraft; 4th largest defense contractor
2004 REVENUE: $20.2 billion
EMPLOYEES: 80,000 worldwide
CUSTOMERS: Primarily the U.S. Department of
Defense
TITLE: Vice President & Deputy General Manager –
Raytheon Technical Services Company LLC
EDUCATION: Bachelor’s degree (math/biochemistry);
Master’s degree (electrical engineering); MBA
(finance/marketing)
FIRST JOB: Dancer with a Los Angeles junior ballet
company
READING: London: The Novel (Rutherfurd) and The
Cairo Trilogy (Mahfouz). As soon as I finish them, I’ll get
to the two most recent Harry Potter books.
PHILOSOPHY: One of the most important aspects for
me is thinking that life is bigger than just you, yourself.
It’s being more aware of others, putting yourself in their
shoes. It makes life more interesting. It allows you to
function better in life and business.
FAMILY: Husband; one brother with two sons
INTERESTS: Ancient history; travel; theater; dance;
exercise; and I’m intrigued by Shakespeare.
FAVORITE CHARITY: Arts- and dance-related organiza-
tions; museums; music centers; these types of programs
and their focus on youth.
PDJ
RAYTHEON
WOMEN WORTH WATCHI NG 2006
y grandmother always hoped I would grow up to
be a genteel southern lady. What she got instead was
a tomboy who loves camping and golf and shudders
at the thought of putting on a skirt. But while I may
not have followed my grandmother’s guidance on
matters of femininity, my family’s advice on dealing
with people and determining what is really important
was invaluable.
My mother, in particular, taught me to be consid-
erate in my dealings with others, yet firm in my con-
victions. She urged me to put integrity above all else.
She encouraged me to appreciate and celebrate differ-
ences in people, and to value my own opinion on a
par with anyone else’s.
My mother’s words of wisdom—coupled with
insights gained from my real world experiences—
have served me well during the highs and lows of my
many and varied careers.
One of the most important things I have learned
is to “take that leap.” I started my career in the legal
profession and then moved to running a state lottery
commission and directing a $12 billion state budget.
Those first steps away from my legal “safety net” were
the toughest—and scariest. I soon discovered that the
successes and failures I experienced in each new posi-
tion made the challenge that much easier the next
time. When I was no longer afraid of change, I could
embrace it as a way to make a positive difference for
my employer and myself.
I also realized that I needed to get my priorities
straight. As a young professional, my thoughts were
on getting ahead. Over time I began to understand
the importance of focusing on the success of the
organization, rather than my personal triumphs.
When I put the interest of the whole entity ahead of
my own, we both ended up winning.
I have learned the importance of being myself
and developing my own style. Each of us is unique,
and it is important to tap into that inner self to feel
fulfilled about what you do and who you are.
Finally, I have discovered that the best thing
you can do for an organization or company is to
surround yourself with people who are more talented
than you. You do that by hiring good people and
giving them opportunities to grow and succeed in
their jobs. Helping others be wildly successful is a
wonderful legacy—and one that I hope I can
continue to build for many more years.
Jean Blackwell
M
TITLE: CFO & Chief of Staff
EDUCATION: BA (economics): College of William and
Mary; JD (cum laude): University of Michigan
FIRST JOB: Partner – Bose McKinney & Evans
READING: The Kite Runner (Hosseini); The World is Flat:
A Brief History of the Twenty-first Century (Friedman);
Harry Potter and the Half-Blood Prince (Rowling)
PHILOSOPHY: Helping others be wildly successful
is a wonderful thing.
FAMILY: Parents; 3 brothers; sister; 2 dogs: Dixie &
Savannah
INTERESTS: Golf; fly-fishing; travel
FAVORITE CHARITY: Big Sisters
COMPANY: Cummins Inc.
HEADQUARTERS: Columbus, IN
WEBSI TE: www.cummins.com
BUSI NESS/ RANKI NG: Manufacturing; #257 –
Fortune 500
2004 REVENUE: $8.44 billion
EMPLOYEES: 28,100 worldwide
CUSTOMERS: 160 countries, 550 company-owned
and independent distributors, 5000 dealer locations
SUPPLI ERS: 1,500
PDJ
CUMMI NS
32 Profiles in Diversity Journal November/December 2005
A diversity of great technology and solutions
starts with a diversity of great people
© 2005 Raytheon Company. All rights reserved. Raytheon is an equal opportunity, affirmative action employer
and welcomes a wide diversity of applicants. U.S. citizenship and security clearance may be required.
At Raytheon, an inclusive culture is one of the things we believe gives us a competitive advantage.
By recognizing the uniqueness of individuals, empowering employees, and truly valuing their input,
our company consistently performs beyond all expectations. It’s a philosophy we’ll always embrace.
It’s right for people, and it’s right for business.
We’re proud to feature Raytheon employees in
our ads. To join them in a rewarding career, visit
www.rayjobs.com
D
34 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
n mentoring other women who aspire to positions
in leadership, I suggest some lessons I have learned
along the way that have helped me succeed:
LESSON 1. Be prepared with all the facts. Try
not to get caught up using your emotions to gain
consensus. If you know that the topic you are
presenting is controversial, anticipate questions
and be prepared to respond with the facts versus
your own personal emotions.
LESSON 2. Know your own personal strengths and
weaknesses and build a team with individuals
whose strengths differ from your own. Leverage the
diversity around you by being open to different
ideas and perspectives. Encourage healthy debate
and discussion to produce better results. Try not to
take disagreements personally; it’s just part of the
decision-making process.
LESSON 3. Realize that the best idea is only as
good as the buy-in you receive from your staff,
peers, and superiors. In order to be successful, you
must make others own the idea. Also, choose your
battles wisely. One thing I learned early in my career
from a mentor is that you may be right on a particular
topic, but the relationship damage may not be worth
the fight. Choose what is really important to you and
the company, and focus your efforts there.
LESSON 4. Pursue any opportunity that will expand
your knowledge base, even if it’s outside your core
competency and comfort zone. Step up and take on
the risky, challenging assignments. Also, don’t be
afraid to ask for what you want and be prepared to
explain professionally why you deserve the opportu-
nity. If you don’t ask, you don’t get!
LESSON 5. Relationships are important. Actively
develop relationships within your company that can
help you through key career decisions. Develop rela-
tionships through listening to others and gaining their
respect, and always make sure you are approachable.
LESSON 6. Don’t neglect your personal life. I am
personally more productive and creative when I’m
spending enough time with my daughters and am
involved in their daily lives. I eat dinner with my
girls every night I’m in town, and make as many of
their soccer and volleyball games as I can. Also,
learn your limits and learn how to say “no.”
I’ve been fortunate that Ace has provided me
with ample opportunities that keep me engaged and
excited throughout my career.
Lori L. Bossmann
I
TITLE: Vice President, Merchandising
EDUCATION: Bachelor of Science: Northern Illinois
University
FIRST JOB: Staff accountant at KPMG
READING: Good to Great (Collins); Secret Life of Bees
(Kidd) for my daughter’s English essay this quarter.
PHILOSOPHY: Treat others with respect and value their
opinions.
FAMILY: Two daughters (13 and 10)
INTERESTS: I enjoy watching my daughters play soccer
and volleyball. I also enjoy playing volleyball myself;
remodeling and redecorating my home; and reading.
COMPANY: Ace Hardware Corporation
HEADQUARTERS: Oak Brook, IL
WEBSI TE: www.acehardware.com
BUSI NESS/ RANKI NG: Retail/wholesale home
improvement; largest retailer-owned cooperative
2004 REVENUE: Wholesale sales >$3.2 billion
EMPLOYEES: >5,000
RETAI LERS: 4,700 independent stores on
6 continents
PDJ
ACE HARDWARE
WOMEN WORTH WATCHI NG 2006
he best counsel I can offer to aspiring leaders is:
DO WHAT YOU SAY YOU ARE GOING TO DO. As a
leader, you cast a long shadow. Be mindful of the
impact your words and actions have on the people that
follow you. Never sacrifice your integrity or character.
Make realistic commitments and keep them—whether
to your family, your colleagues, or yourself.
BE PRESENT. Spend time with the people you lead.
My father was a submarine officer and used to walk
his ship every day. He taught me you can learn much
more about your business and the challenges your
people face by routinely getting out of your office.
PEOPLE ARE LIKE ARTWORK. Appreciate the
richness and diversity in each person and value them
for the different perspectives and experiences they
bring to your business.
PLAY TO YOUR STRENGTHS. Know who you are
and what your unique strengths and talents are. Do
not try to emulate others or focus too much on your
weaknesses. Find opportunities that allow you to
make your greatest contribution.
DIVERSIFY YOUR EXPERIENCE. My career path
has taken many interesting turns from my initial
experiences as a litigator to now leading a business.
Take risks in your career and do not be afraid to fail.
VALUE OPPORTUNITIES TO WORK INTERNA-
TIONALLY. The future of business is global, and few
individuals understand how to operate in a global
environment. Seek out opportunities—such as an
international assignment or membership on a cross-
national work team—that enable you to work with
people outside your country of origin. It is a unique
and invaluable opportunity to learn and to grow.
TAKE TIME TO REFLECT. Find at least some time
every day to stop and gain perspective. One of my
early mentors took a break for at least 30 minutes
at lunchtime every day. I learned that taking time to
reflect and gain a fresh perspective enables you to
remain calm and see possibilities where others see chaos.
YOU GET WHAT YOU GIVE. This is the theme of
the Global Women’s Network in our company, and I
am a true believer in it as a leadership principle.
MAKE TIME TO GIVE BACK to your community and
to others. It will enrich you, energize you, and make
you a better leader and a better person.
HAVE FUN. Don’t take yourself or your job too
seriously. The quickest way to reduce a very stressful
situation is to find the humor in it. Be brave enough
to laugh at yourself, and create an environment where
others can do the same.
Karen Bowman
T
COMPANY: Convergys Corporation
HEADQUARTERS: Cincinnati, OH
WEBSI TE: www.convergys.com
BUSI NESS/ RANKI NG: #1 provider of outsourced
customer service and cable telephony billing in the
world, and wireless billing services in the U.S.; #2 global
provider of cable billing; 8% of the U.S. outsourced
customer care market.
2004 REVENUE: $2.5 billion
EMPLOYEES: 63,000
CUSTOMERS: Leading companies in many
industries worldwide including communications,
financial services, technology, and consumer products
CONVERGYS
TITLE: President, Employee Care
EDUCATION: BA (political science, with highest honors):
University of Oklahoma; JD: Wake Forest University
School of Law
FIRST JOB: In high school – lifeguard for a community
pool; post-graduate – law clerk for the Honorable
Ferdinand F. Fernandez, United States Court of Appeals
for the Ninth Circuit, Los Angeles, CA
READING: The World Is Flat (Friedman); Leonardo da
Vinci: Flights of the Mind (Nicholl)
PHILOSOPHY: Be the change you wish to see in the
world. (Gandhi)
FAMILY: Married for 16 years; two sons: (12 and 11)
INTERESTS: Spending time with my family and friends;
any activities my kids participate in; international travel;
outdoor activities (hiking, skiing, mountaineering)
FAVORITE CHARITY: I am particularly passionate about
charitable organizations that focus on children and litera-
PDJ
36 Profiles in Diversity Journal November/December 2005
38 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
hile I haven’t written it, I suspect my life’s first
chapter could be titled, “Unexpected gifts from
shrimp, men’s clothing, and other unusual sources.”
My grandfathers died young, forcing my grandmothers
to earn livings for our families. One started a catering
business. The other took over my grandfather’s men’s
clothing store. As a result, I cleaned a lot of shrimp
and altered a lot of clothes … and boy, can I hem a
mean pair of pants!
Strong role models showed me you must be able
to adapt and learn at every stage of life. Since then,
I’ve learned other lessons that have served me well:
• Reach out. Use your skills and talents to help
others. I look for opportunities to give people
hope, because I could have used that same help.
It’s easier when people can see what’s possible.
• REALLY understand your business. Sit in more than
one chair and be accountable—you will learn things
a lot differently than if you studied them in a book.
• Remember that feedback is a gift. Conversations
with the people you work for are important.
Without dialogue, even the best results may not
speak loudly enough to get you the next job.
• Make sure people know you’re interested in new
responsibilities. Realize you won’t be successful at
everything, but that’s the chance you take to move
ahead. Don’t cling to what’s easy or comfortable.
• Focus on your customers—in any role you have. As
CIO of Allstate, I focus on building technologies and
processes that add value for our customers so they
walk away feeling, “This is a company that cares
about me.”
• Bring your passion for others. Have a risk-taking
mentality, but care more about people other than your-
self. You’ll have the courage to make difficult decisions.
• Think beyond the paycheck. The money’s important,
but ask, “Whom did I impact today?” I think about my
children—what I contribute helps give them better lives.
If you let the job run you, it will. If you don’t have bal-
ance in your own life, you can’t have it for your people.
Whether cleaning shrimp or managing a billion dollar
budget, there’s no way you can be successful without
applying yourself and looking for opportunities to learn.
You have to start somewhere—but there’s no end to
where you can go.
Catherine S. Brune
W
COMPANY: Allstate Insurance Company
HEADQUARTERS: Northbrook, IL
WEBSITE: www.allstate.com
BUSINESS/RANKING: Insurance; nation’s largest
publicly held personal lines insurer; 2nd largest
property & casualty insurer
2004 REVENUE: $33.9 billion
EMPLOYEES: 38,000
CUSTOMERS: 17 million households
SUPPLIERS: Supplier Diversity Program “to ensure
inclusion of the minority- and women-owned businesses
in the competitive bidding process “
PDJ
TITLE: Senior Vice President & Chief Information Officer
EDUCATION: Bachelor of Science (management):
University of South Carolina
FIRST JOB: First professional job – retail buyer for
department store
READING: The World is Flat (Friedman)
PHILOSOPHY: Put your heart and mind into developing
people – so they can grow in their careers and their lives.
FAMILY: Husband; son (11) and daughter (9)
INTERESTS: Music; golf; and being an ice skating,
gymnastics, cross country, football, baseball and
basketball Spectator Mom
FAVORITE CHARITY: Junior Achievement. But I also
work with any groups that help young women succeed in
business and in life.
ALLSTATE
At Dell, we’re committed to bringing together individuals with diverse
backgrounds, thinking, leadership and ideas, and arming them with the
best tools to ensure their success. We believe this helps drive innovation
and makes Dell a more dynamic company. Through career development,
mentoring programs, networking groups and productivity tools like the
Dell Latitude X300 with Intel
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Centrino

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resources to help every employee achieve their potential. Our goal is
to ensure that Dell is a great place to work, grow and aspire.
Success real time. Capture it at Dell.
Get more out of your career. Now at Dell.
Dell and the Dell logo are registered trademarks of Dell Inc. ©2005 Dell Inc. Intel, Intel Inside, the Intel Inside Logo, Intel Centrino and Intel Centrino Logo are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the
United States or other countries. All rights reserved. Dell Inc. cannot be held responsible for errors in typography or photography. Dell is an AA/EO employer. Workforce diversity is an essential part of Dell’s commitment to quality and to the
future. We encourage you to apply, whatever your race, gender, color, religion, national origin, age, disability, marital status, sexual orientation, or veteran status.
How do you get started? Visit www.dell.com/divaa1 or call 1.866.219.2674.
GET MORE OUT OF YOUR CAREER. GET MORE OUT OF NOW.
Dell recommends Microsoft
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Jeanne Oliver uses a Dell Latitude X300
with Intel
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Mobile Technology
D
40 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
ne of my favorite recruiters calls me a “boot strapper”—
someone who pulled herself up by the boot straps.
My parents worked for everything they had, and they
expected their children to do the same. My mother
grew up on a farm with no indoor plumbing, and
worked her way through college. My father was the
first in his family to finish high school, and joined the
military to earn money for a college education. I start-
ed working when I was 12, and worked my way
through college and graduate school.
Earning my MBA was an important milestone. It
opened up doors I couldn’t have opened without it.
It provided me the opportunity to discover a career
that combined my analytic abilities, creativity, and
strong interpersonal skills—a career in marketing and
brand management.
As I worked my way up, I actively sought out a
wide variety of assignments to build my skill set. I
started marketing high-impulse snacks, then marketed
a commodity business, then a high-margin business,
and then ran new product development. This wide
range of experiences led to my first general manager
role wherein I gained valuable knowledge about
running a plant; but I learned even more about
managing people. The relationships I built with plant
employees resulted in the greatest award of my career.
When I left, I received a plaque embroidered by the wife
of a union employee in a frame made by the shop
mechanics, reading: “Our Loss is Their Gain.”
Five key philosophies have guided my career. First,
“fit is everything.” Work for a company that shares your
values and values your strengths, and you will be a star.
Second, take personal ownership of managing your career
by seeking out the experiences you need to build yourself
into a great business person. Third, know yourself well.
Recognize your strengths; hire people who complement
your skill set. Fourth, start each assignment thinking “how
will I make my mark?” Fifth, do what you love—your
passion will be contagious.
Balancing a full-time job and a full-time family is hard
work. Some days will be all about work, others more
about family. Every day, make the best decisions you can
for that day.
Michele Buck
O
COMPANY: The Hershey Company
HEADQUARTERS: Hershey, PA
WEBSITE: www.thehersheycompany.com (corporate)
www.hersheys.com (consumer)
BUSINESS/RANKING: Confectionery & snack food
products; largest North American manufacturer of
chocolate and non-chocolate confectionery products;
#3 in the overall snack market
2004 REVENUE: >$4 billion
EMPLOYEES: ~13,000
CUSTOMERS: >2 million retail outlets in North America
PDJ
TITLE: Senior Vice President, President U.S. Snacks
EDUCATION: Bachelor’s degree: Shippensburg
University; MBA: University of North Carolina
FIRST JOB: Babysitter at age 12; then worked as a
waitress, sales clerk, and bank teller
PHILOSOPHY: Always view the glass as half full. This
leads to uncovering endless possibilities and finding
solutions you wouldn’t have otherwise.
FAMILY: Husband; daughter (7); son (5)
INTERESTS: Beach vacations; jogging; kids’ school
activities
HERSHEY
42 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
’m lucky to have started in the business when I did.
A lot of doors were opening for women in the mid-1970s.
I benefited from that, and had the good fortune to
work for a company and for people who were willing
to take some chances on me.
If you’re looking for “success,” personally or pro-
fessionally, there is no substitute for hard work and
good luck. We can’t control the luck part. But it is
necessary—first and always—to pay attention to the
current task and to do the very best you can. Be self-
aware: understand what your strengths are, and what
they are not. Then plunge ahead, and speak up as
you go. Speak up to let your managers hear about
your accomplishments. Speak up if you see unfair-
ness in promotions or pay. Offer solutions to the
problems you see. Stay positive, and be part of the
solution.
All of us have influence, whether we’re high or
low on the food chain. It’s important to use that
influence to make the kinds of changes we believe
are right.
In deciding what I want to influence, I think back
to what it was like when I was a young reporter and
editor. I remember what it felt like to learn that I wasn’t
paid as much as my male colleagues. What it felt like
to be too timid to speak up in a story meeting. How
exciting it felt to get a promotion, or to get an assign-
ment that was a reach. So, those are the points that I
try to influence now. I have an opportunity to help make
sure our staffers are paid fairly, whatever their gender
or race, and I have a responsibility to do that. I have the
opportunity to ask everyone’s opinion at a meeting.
I have the opportunity to encourage managers to take
chances by hiring and promoting young and diverse
staffers.
My hope is that we, as managers and executives, will
create more diverse and equitable workplaces that play
to everyone’s strengths—and that, as a result, more
women will stay in their chosen careers, take on more
responsibilities, and move into the very top positions.
Yours may not be a perfect workplace now, but
change can come. That change will be made most wisely
and most quickly by those within it.
Marcia L. Bullard
I
COMPANY: Gannett Co., Inc. (USA Weekend)
HEADQUARTERS: McLean, VA
WEBSITE: www.usaweekend.com or
www.gannett.com
BUSINESS/RANKING: News media; #283 – Fortune 500
2004 REVENUE: $7.4 billion
EMPLOYEES: 52,500
CUSTOMERS: Newspapers: 7.6 million circulation;
PDJ
TITLE: President & CEO – USA Weekend magazine
EDUCATION: BS (journalism): Southern Illinois University;
MBA: George Washington University
FIRST JOB: Bussing tables at a cafeteria while in high
school
READING: Lincoln (Donald)
PHILOSOPHY: Begin at once, and do the best you can.
FAMILY: Husband, a newspaper editor; stepdaughter, a
talented actress
INTERESTS: Spending time with my nieces and
nephews; gardening; travel
FAVORITE CHARITY: Our magazine started Make A
Difference Day, now the largest day of volunteering in the
nation. It’s on the 4th Saturday of every October. Join us!
GANNETT (USA WEEKEND)
44 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
ife is an adventure. Mine certainly has been.
Twenty-five years ago, I was a single mother with
three daughters under 10, and I was starting my first
corporate job. It was my first big opportunity to take
advantage of newly honed skills, as well as a bit of
good luck. Now, all these years later, I can ponder on
the things that helped me succeed. Perhaps my hind-
sight can help others. So here goes.
Be curious and intrigued about everything, but
mostly about how things work. Don’t be afraid to ask
questions that can help you gain a greater under-
standing of why things are the way they are, and
don’t be afraid to challenge existing solutions. At the
same time, be interested in the details—not to
manage them, but to know all the facts before you
begin challenging orthodoxy.
After you understand how things work, step back
and think broadly about solutions to problems and
improvements to the existing business or condition.
You and your teams don’t need to have 100% of the
answers to everything all the time, because perfection is
a dream, but excellence is achievable and sustainable.
Think expansively about people, especially how
their best talents and skills can be used. Get them
involved enough to be as intrigued, as curious, and
as enthused as you are. This goes for people at all
levels of your organization, not just those in your
immediate circle. Encourage their creativity and
forgive their minor mistakes, which generally aren’t
consequential in the long run. Explain straightforwardly
what you’re looking for, and then move on. Thank
them for their enthusiasm as well as their achievements.
Always follow the Golden Rule. Treat others, talk to
others, work with others, and lead others as you would
like them to do with you. It isn’t a guaranteed formula
for success, but it works out far more often than not.
Similarly, help those around you any way you can. Give
of your time. This keeps you grounded, so you never start
to believe your own press.
Broaden yourself. Have interests beyond the work-
place. Balance is important, and you will learn things that
can help you throughout your life. Become an interesting
person. For me, reading fiction is a wonderful doorway to
knowledge and a world view, but so is traveling or simply
meeting new people.
Last but not least, take advantage of good luck. I’ve
never had a career plan, but I’ve reached out for things
that interested me at opportune moments, and I’ve been
fortunate to randomly meet some good people along the
way who have helped me. With success then comes the
responsibility to help someone else. This makes it all
worthwhile.
Judith E. Campbell
L
COMPANY: New York Life Insurance Company
HEADQUARTERS: New York, NY
WEBSITE: www.newyorklife.com
BUSINESS/RANKING: Insurance (life, annuities, &
long-term care insurance; institutional asset manage-
ment; retirement plan services; securities products &
services); #68 – Fortune 500; largest mutual life insur-
ance company in the U.S.
2004 REVENUE: $10.4 billion (adjusted operating)
EMPLOYEES: United States – 8,225; Int’l – 4,425
SUPPLIERS: Total procurement ~$500 million
(~4% with women- and minority-owned businesses)
PDJ
TITLE: Senior Vice President & Chief Information Officer
EDUCATION: BA (history): Chestnut Hill College – Philadelphia
FIRST JOB: Freelance newspaper reporter
READING: The Master: A Novel (Toibin)
PHILOSOPHY: Do unto others as you would have them
do unto you.
FAMILY: Two daughters and three grandchildren
INTERESTS: Reading; genealogy
FAVORITE CHARITY: Education. Also, I serve on the
Board of Trustees of Drew University in Madison, NJ, and
Chestnut Hill College in Philadelphia, PA.
NEW YORK LIFE
46 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
had the good fortune of being raised by a strong
and intelligent mother. Her advice provided comfort
and encouragement during my childhood and, surpris-
ingly, guided me well in my career. My mother was a
great mentor, so I’ll share her words of wisdom to
help others with their careers.
Like yourself…but not too much. Mom did a great
job of instilling me with self-confidence, but always
brought me back down to earth if I got too cocky.
This healthy balance has been valuable in the business
world. The key is having the confidence to articulate
your ideas with strength and clarity, while having the
warmth and humor needed to build relationships.
Work hard and get good grades. Mom insisted on
glowing report cards. As a kid, I thought her expecta-
tions were tough, but today I’m glad her standards
were high. Grades continue to be part of everyday
life. Report cards have changed since fifth grade, but
the outcome is the same. Those who perform get
rewarded.
Learn to play with others. Work is a team sport.
Mom taught me that winning is great, but the way we
win is more important. Follow the rules; don’t cheat.
Listen to your coach. Treat your teammates well.
These words ring true when dealing with colleagues
today. My leadership philosophy hasn’t changed much
since I was captain of the school softball team: find the
great talent, utilize their strengths, improve their weaknesses,
motivate them, and get out of their way.
You can do anything you set your mind to. As a
young girl in the 1960s, my early aspirations were of
careers considered off-limits to women of the time—
astronaut, President of the United States, professional
baseball player—but Mom never smirked. Instead she
said, “You can do anything you set your mind to.” That
gave me the confidence, perhaps fearlessness, to pursue
those things that were outside my comfort zone.
We all have our own version of “Mom’s Words” to
guide our future. My favorite piece of advice, however, is
one I found on my own as an adult: find what makes you
happy and stick with it.
Ria Marie Carlson
I
COMPANY: Ingram Micro Inc.
HEADQUARTERS: Santa Ana, CA
WEBSITE: www.ingrammicro.com
BUSINESS/RANKING: World’s largest technology
distributor; #76 – Fortune 500; (marketing programs,
outsourced logistics services, technical support, financial
services, and product aggregation & distribution)
2004 REVENUE: $25.5 billion
EMPLOYEES: 13,600
CUSTOMERS: 165,000 in 100 countries
PDJ
TITLE: Corporate Vice President, Strategy &
Communications
EDUCATION: BA (journalism & political science):
University of Southern California
FIRST JOB: Counter help at a beachfront snack bar; first
professional job – television producer
READING: Work-related business, news, and professional
journals, as well as Harry Potter and the Half-Blood Prince
(Rowling) aloud to my daughters.
PHILOSOPHY: Find the passion.
FAMILY: Husband; two daughters (13 and 9)
INTERESTS: Family and friends; tennis; bicycling
FAVORITE CHARITY: Southern California-based
women’s shelter, education foundation, and foster-care
organizations; Junior Achievement
I NGRAM MI CRO
48 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
oday, compared to years past, women aspiring to be
corporate executives are in a position of opportunity.
In a highly competitive global economy, talent
supercedes everything. I know we can all agree that
America is in no short supply of talented women.
That’s great news for women, America, and corporate
enterprise.
Throughout my 26-year career at Cintas, I’ve
been fortunate to be part of a progressive culture
that’s transformed a once small, regional laundry into
one of Fortune’s “Most Admired” companies. I’m
proud to share some of the valuable lessons learned:
• Cherish front-line employees. Regardless of your
corporate position, spend time with the people in
the field who actually do the work. Make it a
priority to ride with service or sales representatives,
and roll up your sleeves and work in the plant.
Understand what it takes to exceed customers’
expectations.
• Diverse experiences will shape your ability to lead
others and make executive decisions later in your
career. While both are important, education and
wisdom are not the same. Through experience,
learn the business, build exceptional levels of trust,
and gain the wisdom from successful mentors and
leaders. Stay positive and focused, and be a great
listener.
• Learn the “big picture” early in your career by volun-
teering for interdepartmental projects. Go for the tough
ones, the unpopular ones, the ones that allow you to
see how all the pieces fit together to solve problems.
Build a broad network. Later in your career, you’ll draw
on those experiences and knowledge. You will know
where to get valuable information in order to make
informed decisions.
• Have a sense of humor; never forget how to laugh. All
of us face challenges at work and at home, and the
work/life balance is never perfectly level. Take the posi-
tion that obstacles are meant to be opportunities. Stay
positive and enjoy what you do. People will be inspired
by your professionalism and enthusiasm. The ability to
inspire others will carry you far as a leader.
Karen L. Carnahan
T
COMPANY: Cintas Corporation
HEADQUARTERS: Cincinnati, OH
WEBSITE: www.cintas.com
BUSINESS/RANKING: Corporate identity uniform
programs; workplace/safety products & services;
industry leader; NASDAQ-100 company; component
of S&P 500 Index
FY 2005 REVENUE: $3.1 billion
EMPLOYEES: 30,000; 350 locations
CUSTOMERS: 700,000
PDJ
TITLE: Vice President & Treasurer
EDUCATION: BSBA: The Ohio State University
FIRST JOB: Arthur Andersen & Co. (auditor/CPA)
READING: Blink: The Power of Thinking Without
Thinking (Gladwell)
PHILOSOPHY: Connect people who care with causes
that matter.
FAMILY: Married 29 years; two sons
INTERESTS: Youth sports – ice hockey & football
FAVORITE CHARITY: The Community Foundation of
West Chester/Liberty, OH
CI NTAS
Harris
(part of BMO Financial Group) is driven
by corporate values that foster a diverse workforce
and an equitable, supportive workplace in which
all employees are given the opportunity to meet
their professional goals.
At the very heart of Harris’ ongoing initiative towards
a fully inclusive workplace is our unwavering commitment
to create a high-performance culture for all employees.
This determination energizes our company and allows us
to reap the benefits of an engaged and diverse workforce.
It’s called leading by example.
Please complete your online profile and enter your
resume information at www.harrisbank.com while review-
ing our career opportunities.
50 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
hen I was young, I thought I’d pursue a career
that focused on people. I earned two degrees in
psychology, and had dreams of becoming a psychologist.
Then, one day, I found myself working as an
intern at an auto plant—and I loved it! I began to
appreciate that all my training and education in the
softer, people-focused fields could be expanded to
include exciting work in business. The automotive
industry is global, male-dominated, complex, and
technical. In this environment, working together
creatively and effectively with teams of people to
develop solutions for improvement has been an
invigorating challenge for me.
My background and training in psychology are
certainly aligned to today’s work environment—
maximizing the contributions of many diverse
individuals to deliver significant operating results.
One of my primary roles as a leader is as a coach
or teacher, with a responsibility to serve as mentor
and advocate for other employees. At any given time,
there are a number of people whom I’m advising and
coaching, mostly through two organizations at Ford
that are significant to me—the Ford Employee
Resource groups: Women in Manufacturing, and the
Ford African Ancestry Network.
If I have a mantra, it is this: it is the job of
today’s leaders to identify and mentor the leaders of
tomorrow, to ensure they have both the formal and
informal business acumen necessary to succeed.
Business today is more complex, global, and
competitive than ever. The current environment in the
industry is challenging, as it requires results-oriented lead-
ership that centers on effective utilization of the talents and
skills of many people. While today’s business leaders cer-
tainly need excellent technical knowledge, they also must
have development of people as a priority, investing the
time necessary to teach, coach, and mentor future leaders.
Of course, even though my daughters are both adults,
I still have plenty of working-mother guilt syndrome: I am
constantly seeking that balance between work, family, and
friends.
But overall, it’s a great life. I may not be working as
a psychologist, but I’m still working with people—encour-
aging them to be the absolute best in whatever they select
to be a part of, to think creatively, and to make a positive
difference in their business, team, or organization.
Deborah Stewart Coleman
W
COMPANY: Ford Motor Company
HEADQUARTERS: Dearborn, MI
WEBSITE: www.ford.com
BUSINESS/RANKING: Automobile manufacturing;
#2 (year-end 2004)
2004 REVENUE: $171.6 billion
EMPLOYEES: ~325,000 globally
CUSTOMERS: 2004 total market share 19.3%
SUPPLIERS: Spent >$3 billion with over 500 minority
suppliers
PDJ
TITLE: Vice President, Global Quality – Ford Motor Co.
(previously Group Managing Director & CEO, Ford Motor
Co. of Southern Africa)
EDUCATION: BA (psychology): Southern Illinois
University; MA (psychology): Washington University;
MBA (international business): Baker College
FIRST JOB: College Graduate-in-Training program,
General Motors
READING: John Grisham’s books
PHILOSOPHY: It’s important to center your work life on
people – teaching, coaching, educating, and challenging
people to think differently to resolve complex issues.
FAMILY: Two daughters
INTERESTS: Reading; travel; exercise
FAVORITE CHARITY: Continuing work with HIV/AIDS
Awareness since returning to the U.S.
FORD
52 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
eing part of a two-career couple has certainly
made for some decision-making and geographic
challenges, but I try not to see that as an obstacle.
I believe that it’s best to steer your career to areas where
you have passion, need learning, can contribute—and
which you can align with your homelife priorities.
KNOWLEDGE & STRATEGIES
Keep your ego in check. Ego closes you off from
honest information and makes you unapproachable.
Ego serves well if you personally have all of the
answers needed to improve and grow your division.
I don’t believe any one person has all the answers, so
I try to keep the doors open; that takes having a style
that makes people comfortable coming in to say that
a direction we are taking isn’t working or that they
don’t have the answer to a problem we need solved.
MENTORING
It’s very satisfying to be at a stage where you can
give something back to someone coming up behind
you, and mentoring is one of the most energizing
things you can do. The key to mentoring is to avoid a
supervisory role. A mentor is not there to fix the person’s
issues. The mentor’s role is to open up the horizon …
to let the person see options that they might not see.
It’s also a role that requires honesty. Tiptoeing doesn’t
help anyone. The mentor can point out weaknesses
and suggest outcomes or solutions.
CAREER PATH
I joined the company within sales and marketing, specifically Mopar Parts Division, where I am now. My
career was spent in the controller’s function, a path that
moved me all around the company because our finance
teams are “embedded” within the operating functions they
serve. It was great peeking over the shoulder of every
function in a way that you can’t do easily from just one
area. I moved back into sales and marketing about eight
years ago and have headed our Fleet/Commercial Sales
Division and now Global Service and Parts—positions that
gave me profit and loss responsibility and a most
satisfying challenge.
Chris Cortez
B
COMPANY: DaimlerChrysler Corporation
HEADQUARTERS (DUAL): Stuttgart, Germany &
Auburn Hills, MI
WEBSITE: www.daimlerchrysler.com
BUSINESS/RANKING: Automobile research, design,
development, engineering, manufacturing, &
marketing; world's fifth largest automaker
CUSTOMERS/2004 REVENUE: 2.7 million vehicles
sold worldwide
PDJ
TITLE: Senior Vice President, Global Service & Parts –
Chrysler Group
EDUCATION: BS (marketing): Western Michigan
University; MBA: Wayne State University
FIRST JOB: Management trainee at Chrysler in 1976
PHILOSOPHY: When you’re in a mature industry, you still
need to be a change agent. It's a constant battle with
those who say “that's just always been done that way.”
The people who succeed the most are the ones who are
able to break through.
INTERESTS: We live on a lake, and boating is my favorite
thing to do. I kayak a bit, and on a nice Friday night, four
couples go out on what we call the “boat cruise,” sit on a
pontoon in the middle of the lake, and eat munchies and
drink wine. On a Saturday or Sunday afternoon, you will
usually find me floating on an air mattress in the middle
of the bay with a good book and a glass of red wine. Any
place to do with water is where I am.
FAVORITE CHARITY: Children’s Literacy Program
DAIMLERCHRYSLER
People in every corner of the world are
changing the way they work, live, play, and learn.
They’re extending the bounds of corporate networks,
knowing they are protected wherever they
do business—with or without wires.
They are bringing school children to the Taj Mahal and
Machu Picchu with field trips powered by
broadband rather than diesel.
And within Cisco, employees are collaborating in new ways
with customers, suppliers, and communities
across diverse geographies and cultures, thanks to
networks that unite voice, video, and data.
No matter where you look, these changes
have one thing in common.
They’re powered by the highly secure, intelligent
network we have all built together.
The network powered by Cisco.
And shared by everyone.
Change the way you work at:
www.cisco.com/jobs
©2005 Cisco Systems, Inc. All rights reserved.
cisco.com/poweredby
a
new
way
54 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
hroughout my life I have been fortunate enough to
learn from and be inspired by a variety of mentors.
As a junior high teacher fresh out of college, I was
young, single and completely unsure of myself. A
more senior teacher took me under her wing, showed
me the ropes, and taught me the subtleties of office
politics. Some years later, I joined State Farm as an
agent. I was new to the insurance industry and to
the corporate world—but, again, a more seasoned
veteran took interest in me and offered encourage-
ment, wise counsel, and, sometimes, crucial criticism.
Several years ago I became the executive sponsor
for State Farm’s Hispanic Employee Resource Group.
As I got to know the organization and became familiar
with its members, I asked for a volunteer to mentor
me and help me better understand the interests of
our Hispanic employees, agents, and customers. That
relationship continues today and has extended to
include mentoring partnerships between many
members of our executive leadership and employee
resource groups.
Currently, I mentor a promising group of men
and women from across our company. I consider
these relationships an obligation and a privilege of
leadership. The people I encounter shape my thinking
more than I could ever hope to affect theirs. From
them I have learned that mentoring is most successful
when approached as a partnership. Switching roles
as personal needs dictate is healthy, fulfilling, and
enlightening.
Reverse mentoring relationships—particularly the
partnership with a bright, energetic member of our
Hispanic employee group—have allowed me to see the
world through different eyes. Her insight and counsel
have profoundly affected my leadership style and philosophy.
When we sit down together, our differences fall away.
Rank doesn’t apply. Nothing is out of bounds. We simply
talk. And, in those moments, true exchange takes place.
My career has been enriched by the people I have
encountered. I am blessed with a collection of relation-
ships that brings me joy, friendship, and support. It is our
relationships that heighten performance and make the
workplace an engaging place to be. I have learned that
relationships make a job into a career, co-workers into a
family, and a company into a culture.
I’m not sure what happened to that junior high
teacher who first took an interest in me. And I’m not sure
I remember exactly what we talked about. But what I
know for sure is that good leaders are good learners.
And none of us can do it alone.
Barbara R. Cowden
T
COMPANY: State Farm Insurance Companies
HEADQUARTERS: Bloomington, IL
WEBSITE: www.statefarm.com
BUSINESS/RANKING: Insurance; #1 insurer of auto-
mobiles in the U.S. since 1942; leading insurer of homes
since 1964.
2004 NET WORTH $46.3 billion
EMPLOYEES: 69,000 employees; 17,000 agents
CUSTOMERS: >27 million households & small businesses
SUPPLIERS: 3,700 suppliers across all industries,
product lines & services
PDJ
TITLE: Executive Vice President
EDUCATION: BS: California Polytechnic University;
Master’s degree (business): San Jose State University;
Chartered Life Underwriter: The American College
FIRST JOB: In high school – worked in the stock room of
a retail store; after college – junior high teacher in Santa
Clara, CA.
READING: For my grandchildren: The Chronicles of
Narnia (Lewis); for fun: Finding God in the Land of Narnia
(Brunner & Ware); for development: The World is Flat
(Friedman)
PHILOSOPHY: The environment in which we work
affects everything else. Good leaders create a place
where we, and the people we work with, want to come
and contribute. That’s when the best ideas come and
when everyone’s thoughts are valued and appreciated.
FAMILY: Husband; 4 children; 11 grandchildren
INTERESTS: Gardening; boating; time with family
FAVORITE CHARITY: United Way; American Diabetes
Association
STATE FARM
56 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
could share hundreds of tips and ‘to dos’ that would
help tomorrow’s corporate leaders achieve success in
the workplace. But, in my twenty-three year career,
there have been four main principles that have guided
me in both my professional life and my personal life.
In considering the foundation on which to build your
success, I offer these suggestions:
• HAVE A STRATEGY. It is important to establish
parameters for your career path, but be willing to
adjust as you go along. Be passionate about what
you do and enthusiastic in your approach to work,
challenges, and change. Understand where you can
make the greatest contribution and stay focused on
your goals.
• NEVER STOP LEARNING. Continually challenge
yourself and seek out new information and fresh
thinking. Don’t be afraid to take a few risks. With
risk comes change, and that can often mean oppor-
tunity. But, always be wise and learn from your
mistakes.
• ENJOY BALANCE IN YOUR LIFE. Live life with
passion—it is a fleeting gift. Make time for your
family, for your friends, and for fun. Take care of
yourself and take a few minutes each day to just “be.”
• ALWAYS CARE. Look to inspire those around you.
Look at all the good in the world, and try to give
some of it back. Giving your time, talent, and
treasures almost always gives you something more
valuable in return. Make time to volunteer, become a
mentor, or sit on the board of your favorite nonprofit
organization.
I challenge the women who aspire to be our corporate
leaders to adopt these ideas into the foundation of their
success ‘playbooks’. May you never stop growing and
seeking out opportunities to further your development.
May you enjoy a balanced and fulfilling life, not forgetting
to take time for you. And, may you find reward in caring
for all those sharing in your life journey. I wish you great
success!
Maria Coyne
I
COMPANY: KeyBank
HEADQUARTERS: Cleveland, OH
WEBSITE: www.key.com
BUSINESS: Bank-based financial services
2004 REVENUE: >$4.4 billion
EMPLOYEES: 19,576 full-time-equivalent employees
CUSTOMERS: 2.2 million within Key’s footprint
SUPPLI ERS: 8,508
PDJ
TITLE: Executive Vice President, Community Banking
EDUCATION: University of Notre Dame
FIRST JOB: State Savings & Loan in Euclid, OH
READING: Catherine de Medici: Renaissance Queen
of France (Frieda)
PHILOSOPHY: Give your all to everything you undertake.
FAMILY: Husband, an attorney; two children – a son at
Harvard, and a daughter at Beaumont
INTERESTS: Reading; outdoor activities; opera
FAVORITE CHARITY: Sociedad Amigos de los Ninos
in Honduras
KEYBANK
BellSouth has a strong commitment
to the communities we serve.
We continually reaffirm that
commitment and reinforce our
connections to the community by
embracing diversity and inclusion—
both inside and outside the company.
Through its Office of Diversity,
BellSouth supports networking
groups that promote mentoring,
training, and enhanced opportunity
for all employees regardless of age,
race, gender, or sexual orientation.
These groups volunteer their time
and resources to sponsor a wide
range of activities and provide new
ways in which BellSouth connects to
the people we serve.
BellSouth is proud of these efforts.
Because, no matter how advanced
our technology, we know that the
strongest, most lasting connections
are made within the community,
face to face, person to person.
bellsouth.com
©2005 BellSouth Corporation.
Connecting to the
community with
talent, strength
and diversity.
58 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
uccess means many things to many people, but
my definition revolves around tackling interesting
challenges, helping people maximize their potential,
and having fun—all while delivering results. I firmly
believe one of my main responsibilities is to give
people opportunities to grow, and to encourage and
celebrate with them. Every day I ask myself: “Did
I do something today that helped someone grow and
develop?” If you think about it, a business doesn’t
exist without people, and people are the only
appreciating assets.
Many people have helped me in my career and
given me unimaginable opportunities. I never aspired
to a specific title or position, yet with their help I
have been fortunate to work in many different func-
tions that have led to general management. For me,
the journey has been so interesting—each position
has been a learning experience and a chance to make
a difference to the business and the people in the
organization. The chance to serve customers by pro-
viding innovative products and solutions that make
their lives easier or better is wonderfully rewarding.
I believe we need to “be who we are.” Over the
years, I’ve encountered people in the business world
who sometimes think that “nice” and “successful” aren’t
necessarily a match. But I’ve found that you can be a
nice person and still hold people accountable to tough
goals. It’s important to be a team player, be fair, and
treat people the way you’d want to be treated.
You also should make the most of every job—
there is something to be learned in every position.
Remember that along with your interpersonal skills,
people are looking to see how you, and the teams you
lead, perform. It’s results that drive the business. Do what
you need to do to deliver results, with high integrity.
Just as Rome wasn’t built in a day, neither is a career.
You don’t have to do it all … all at the same time.
Participate in the things you enjoy outside of work, but
know your priorities, and don’t take on more than you
can integrate into your working life. I routinely rotate my
volunteer activities to maintain the right balance between
my family, work, and where I wish to “give back” for all
my blessings.
Finally, one of my very astute bosses taught me the
importance of taking regular vacations—and he made sure
to take them by scheduling his weeks off a year in
advance. We all need time to refresh in order to do and
be our best. For my husband and me, any day on a beach
is a good day!
Karel K. Czanderna
S
COMPANY: Whirlpool Corporation
HEADQUARTERS: Benton Harbor, MI
WEBSITE: www.whirlpoolcorp.com &
www.kitchenaid.com
INDUSTRY/RANKING: World’s leading manufacturer
& marketer of major home appliances
2004 REVENUE: $13 billion
EMPLOYEES: 68,000 – with nearly 50 manufacturing
& technology research centers worldwide.
CUSTOMERS: Consumers in more than 170 countries
PDJ
TITLE: Vice President & General Manager, KitchenAid
Brand
EDUCATION: BS (physics): Clarkson University; MS &
PhD (materials science & engineering): Cornell University;
Executive Education Program: Harvard Business School
FIRST JOB: As a teen, I babysat, made and sold candy,
and assisted my scientist father with physics experiments.
During college, I worked in the chemistry stock room at
Clarkson University.
READING: Inside Intuit: How the Makers of Quicken
Beat Microsoft and Revolutionized an Entire Industry
(Taylor, Schroeder & Doerr). I also just read five thrillers
while on vacation.
PHILOSOPHY: You can do anything! Learn, grow, deliver,
and give back.
FAMILY: Married to my best friend for 20 years. We are
concierges for our cat, Millie.
INTERESTS: Travel; reading; outdoor activities,
especially near mountains or water
FAVORITE CHARITY: Clarkson University
WHI RLPOOL
Key4Women was created to help make dreams come true for
women business owners everywhere. Big or small, we’re here to
help you from day one, or add another chapter to your continuing
story. You know, there really is something to be said for that perfect
match who helps you get everything you want out of life.
Achieve anything.
To learn more about Key4Women, visit www.Key.com/women.
CUSTOMIZED SERVICE
ACCESS TO CAPITAL
NETWORKING OPPORTUNITIES
ONGOING EDUCATION
KeyBank is an SBA Preferred Lender. Member FDIC.
©2005 KeyCorp
And then the princess started
60 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
hen you are one of the few females to head a
business in a predominantly male chemical industry,
it’s not uncommon to be asked about that one person
or incident that was crucial to your success. Like
many, I had one of those people. It almost sounds
cliché, but it was my high school principal. This was
back in the time when young women—even those
with better-than-average grades and an avid interest in
math and science—were either not encouraged or flat-
ly discouraged from thinking of careers in such fields.
This teacher did not agree. One day she took me
aside and handed me a book entitled, I Dare You!
and told me to read it. Her message was simple. I
dare you to do what you really want to do, and I
dare you to do your best and succeed.
• Work hard.
• Learn.
• Use the talents you were born with and that you
have sharpened in school.
• Don’t shrink from risk or adversity.
• Tap into your passion for what you do.
• Succeed, and have fun.
Fortunately, the workplace has come a very long
way in pushing out old barriers of gender and race.
I believe the forces of economics will continue to
demand this. Simply put: competition and the need
for top talent is so great that organizations that allow
such barriers to remain do so at their own peril.
Indeed, there are many business studies now that docu-
ment that the most successful, innovative companies not
only allow diversity, but embrace it by purposely creating
diverse work teams.
So, when I mentor young women coming up in this
business today, I pass on the same message I received.
Talent and hard work are still the drivers. Passion for
what you do is your fuel. This combination is the best
way to achieve success.
There will be trade-offs and setbacks throughout a
career; but for each of these, there are many more
opportunities.
Nance K. Dicciani
W
COMPANY: Honeywell International.
HEADQUARTERS: Morristown, NJ
WEBSITE: www.honeywell.com
BUSINESSES: Specialty materials (the business unit
headed by Dr. Dicciani); aersospace; automation &
control solutions; transportation systems; #75 –
Fortune 500
2004 REVENUE: $25.6 billion
PDJ
TITLE: President & Chief Executive Officer, Honeywell
Specialty Materials
EDUCATION: BS (chemical engineering): Villanova
University; MS (chemical engineering): University of
Virginia; PhD (chemical engineering): University of
Pennsylvania; MBA: Wharton School of the University of
Pennsylvania.
FIRST JOB: First job ever – bakery sales clerk; first pro-
fessional job – engineer, Philadelphia Water Department
READING: Churchill: A Biography (Jenkins); Total Recall
(Paretsky); Instrument Commercial Manual (Jeppesen)
PHILOSOPHY: Never, ever let anyone else put
boundaries on what you aspire to or what you can
achieve.
INTERESTS: Golf; flying; history; travel
HONEYWELL
www.careers.northropgrumman.com © 2005 Northrop Grumman Corporation. U.S. Citizenship is required for most positions.
An Equal Opportunity Employer M/F/D/V.
FROM YOUR IMAGINATION
TO THE HISTORY BOOKS.
Diverse achievements are the lifeblood of working at
Northrop Grumman. So, if you’re craving rigorous,
challenging projects that no other company can
touch, now you know where to look.
Achievement never ends.
For current opportunities, please visit our website:
www.careers.northropgrumman.com.
62 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
e the best you can be—at the job you have
today.” I have lived by these words for as long as I
can remember. In this fast-paced age, where “to suc-
ceed” is synonymous with “being on the fast-track,”
many women derail because they are focusing on
their next job—on where they want to be—instead of
delivering on their current objectives. Once you have
successfully delivered in your current role, you are in
a better position, and better prepared, to move ahead.
“Be the best you can be” has the potential of
sounding like trite advice—easily given and maybe
easily forgotten. But here are five points that have
helped me on my journey to be my best:
• ALWAYS ASK FOR FEEDBACK on what you
could do better. Contrary to popular belief, people
in the workplace are more apt to share positive
feedback than constructive criticism. Unless you
identify your weaknesses, as well as your strengths,
you will never achieve your full potential.
Unfortunately, people are hesitant to share
negative impressions—the “buts” about a person, I
call them. “That was a great presentation,” someone
may tell you, leaving off the “but it went on too
long.” You may disagree with the feedback, but you
have to acknowledge and address the perception
that people may have. Make sure you ask for, and
learn, the “buts” about yourself.
• BE WILLING TO TAKE RISKS. Don’t look at risk
as having a negative connotation; rather, see it as a
possibility. The successes I am most proud of resulted
from taking a variety of jobs that might have been
considered a risk because they were only lateral, or
not the “right,” career moves. However, these
changes enhanced my skill set, broadened my perspective,
and opened more opportunities. So, go ahead, be risky.
• BE OBJECTIVE. Don’t be so emotionally connected to
“your” initiative that you refuse to see the opposing
view. You will have more success, and garner more
respect, when your arguments are fact-based and not
emotionally driven.
• TAKE CARE OF YOUR TEAM. As much as you’ve
been affected by those who’ve mentored you, you must
also mentor those who follow. Guide them, give them
the support they need, and above all else, listen to
them. Don’t be afraid to be their coach. And don’t be
afraid to help them to recognize their own “buts.”
• HAVE BALANCE IN YOUR LIFE. You know the old
saying, “If you want something done, give it to a busy
person?” That’s because they’ve learned to balance their
priorities. In order to have balance in your life, you
must focus only on those things you can control. I actu-
ally got better at my job when I had my three children
because I spent time more productively. And I make
time for myself—I exercise, read, and pray—to clear my
mind and get a fresh perspective. Remember, a career
should be a long-distance marathon, not a race to the finish.
Dana Drago
“B
COMPANY: The Hartford Financial Services Group, Inc.
HEADQUARTERS: Hartford, CT
WEBSITE: www.thehartford.com
BUSINESS/RANKING: Investments; insurance;
#88 – Fortune 100
2004 REVENUE: $22.7 billion
EMPLOYEES: 30,000 worldwide
PDJ
TITLE: Executive Vice President, Property & Casualty
Field Sales & Service Operations
EDUCATION: BA (business administration): University of
Mississippi
FIRST JOB: Loan officer
READING: Leadership the Eleanor Roosevelt Way
(Gerber). A role model for today's leader—strong yet car-
ing; open to others’ perspectives; stands up to criticism
with elegance; overcomes much adversity; humanitarian.
PHILOSOPHY: Nothing happens by just thinking about it.
FAMILY: Husband and three children
INTERESTS: Time with family; running
FAVORITE CHARITY: American Heart Association—
heart disease is the number 1 killer of men and women.
THE HARTFORD
A workforce as global as the world itself.
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At Chevron, we strive to create a diverse workforce, fostering a steady flow of ingenuity. In
over 180 countries around the globe, we run our business in a way that respects the unique
cultures and communities in which we work. Because the best global approach is a local one.
To learn more, visit us at chevron.com.
64 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
hroughout my life, I have been inspired by mentors
whom I have sought for advice and guidance. Even
historical figures have inspired me—people like
President Jefferson, who once wrote “I am a great
believer in luck, and I find the harder I work the
more I have of it.”
Indeed, it’s the combination of hard work,
determination, and luck that contributes to workplace
success. As a woman, though, I have learned that my
success also relies on another factor: an understanding
of the unique qualities that differentiate my leadership
style as a woman.
I believe we need to develop our own brand
of women’s leadership, rather than simply follow
male models of success. In my 17 years on Wall
Street, successful leaders have often been described
in masculine terms: dominant, aggressive, and
competitive. Speaking with younger women, I hear
success described differently. They want balance in
their work and their lives outside of work. They want
continued growth, challenging work, emotional
balance, and a great boss. These aspirations represent
some of the values that women are infusing into the
Wall Street culture.
Not that it’s easy. As a mom who works outside
the home, I’m often torn between my own expectations
of what it means to be a good mom and a good
leader at work. For the last five years I’ve been working
a flexible work schedule, even for some years as a
sales person on the trading floor, and I find myself
challenged by the stereotypes that some people hold
about whether flexibility lends itself to true corporate
commitment. But I try to hold firm to what I believe, and
know in my heart that I can excel on both fronts.
I remember my first job, where my boss told me
“Anne, you know you are successful when not everyone
likes you.” I thought long and hard on this one. It seemed
counter-intuitive as I worked diligently to build consensus
on projects I was leading. Ultimately, I realized that I was
driven by different motivations than my boss, and yes, I
could be successful by building consensus in my own way.
Throughout the years I have grown to define success
on my own terms. I have joined a chorus of women who
represent a new type of leader for Wall Street: a leader
who values flexibility, inclusion, consensus, and bringing
our full selves to the workplace. I have learned to not try
to fit someone else’s mold, but to shape my own.
Anne Erni
T
COMPANY: Lehman Brothers
HEADQUARTERS: New York, NY
WEBSITE: www.lehman.com
BUSINESS/RANKING: #94 – Fortune 500; ranked in
FT Global 500
2004 REVENUE: $11.6 billion
EMPLOYEES: 19,600 (NY, London, Tokyo & 21 coun-
tries)
CUSTOMERS: Corporations; governments and
municipalities; institutional clients; and high net worth
individuals worldwide.
SUPPLIERS: Supplier Diversity Initiative; dedicated
PDJ
TITLE: Managing Director & Chief Diversity Officer
EDUCATION: BA: The Johns Hopkins University; MA
(international relations and economics): Johns Hopkins
Univ. School of Advanced International Studies
FIRST JOB: Babysitting; working at a local pharmacy;
selling cookware door-to-door
READING: The Kite Runner (Hosseini) and The Other
Boleyn Girl (Gregory)
PHILOSOPHY: Appreciation is the key to happiness.
FAMILY: Husband; daughter (14) and son (7)
INTERESTS: Cooking; skiing; family time; adventures
FAVORITE CHARITY: Prep for Prep in New York City
LEHMAN BROTHERS
Diverse talents.
One goal.
Putting people first.
At HCA, the decisions our business professionals make affect much more than the bottom line.
They save lives. That’s why we are committed to providing them with the technology and
resources to stay on the leading edge of healthcare.
At HCA, our business is caring. We care about delivering premier healthcare and empowering
today’s diverse and talented minds to make it happen. Explore HCA opportunities.
Join us, and discover the real meaning of putting people first.
Executive * IT * Financial/Accounting * Health Information Management * HR * Legal
EOE
www. hcaheal t hcare. com
BETTERING THE HUMAN CONDITION.
66 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
y advice to young women of today is: Mission
First, People Always.
Do what is right, legally and morally. Treat every-
one with respect and dignity. Instill teamwork and
values. The mission must get done, but if you take
care of people they will do the right thing the first
time. Do what’s right, even when no one is looking;
then you never have to worry about what you have
said or done.
Teamwork and values are essential. Look for
team players and reward teamwork, not back-stabbing.
Expect people to be technically competent but not
expert in everything. We all make mistakes; under-
write all honest mistakes, but learn from them.
Give credit to those who do the work and publicly
recognize them.
Ensure everyone has the opportunity to be
all they can be. Set people up for success: set the
standard, train them, and give them leader’s intent.
Train people on what “right” looks like, and enforce
it. Mentor them to excel, and counsel those who fall
below the standard.
Utilize diversity: every person brings a special
talent to the table—identify it and leverage it. Ensure
people understand how they play a critical role in
the success or failure of your organization.
Take initiative—you know what to do.
Communicate up and down the chain. Listen to what
your subordinates tell you, and share it with superiors.
Show subordinates you value them by sharing infor-
mation with them. Get to know people—their dreams
and concerns. Once they trust you, they’ll share
concerns and problems with you. Email does not equal
communication. Get out from behind the computer:
find out what is going on, assess morale, and check
motivation levels.
Power down to and train subordinates. This way they
grow, and you are free to assess and strategize for the
future. Mentorship and performance feedback are critical.
Put performance feedback in writing and state strengths,
areas to work on, and road ahead.
Do the best you can do in every job, even those you
think are not career enhancing. Don’t be a “yes” person.
Disagreement does not mean disrespect. If you do not
know something, admit it and seek out the answer.
Accentuate the positive and minimize the negative.
If you don’t love what you do, find another job.
Kathleen M. Gainey
M
COMPANY: United States Army / Multinational
Forces – Iraq
HEADQUARTERS: The Pentagon, Washington, DC
WEBSITE: www.army.mil or www.iraq.centcom.mil
BUSINESS/RANKING: National defense
2004 BUDGET: 93.9 billion
EMPLOYEES: 484,000 active duty; 331,000 guard;
197,000 reserve; 290,000 civilian
PDJ
TITLE: Brigadier General: Deputy Chief of Staff,
Resources & Sustainment
EDUCATION: BA (special education): Old Dominion
University; MBA: Babson College
FIRST JOB: Platoon Leader, Medium Truck Company,
Mannheim, Germany
READING: National Security Strategy of the United
States; and One Small Step Can Change Your Life: The
Kaizen Way (Maurer)
PHILOSOPHY: Each job is like a Lego block: you gain
skills and knowledge to help with the next job even
though you do not know what it will be—all serve as the
foundation of success.
FAMILY: Husband; very supportive family and friends
INTERESTS: Hiking; antiquing; cross-country skiing
FAVORITE CHARITY: Special Olympics
U. S. ARMY
For more information
visit www.safeway.com
WeWelcome
theWorld!
The rich cultural mix of the communities we serve
is constantly changing. We have always responded
positively to these neighborhood shifts.
Our diversity programs ensure opportunities for people
from every background to work together and pursue
their potential.
The Safeway community of employees, customers
and vendors represents a true global spectrum.
And as the world keeps changing, so will we.
Our doors, as always, remain wide open.
68 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
s the eldest of three children, I learned early on that
I could lead. When we were young, that meant I
could order my brothers around. When I—and they—
realized they could gang up on me, I learned the value
of leading through persuasion. And when I was older
still, my parents taught me that leading meant more
than getting people to do what you wanted—it meant
making good decisions, being responsible for your
actions, and setting good examples. These leadership
qualities have served me well throughout my career.
I joined Booz Allen Hamilton as a consultant after
two years as an intelligence analyst at the National
Security Agency. I’ve been very fortunate in my
career, but I’ve learned that opportunities are part
luck and part what you make of them. At times I’ve
been in the right place at the right time—but those
are precisely the times that I had to dive in, take on
additional responsibilities, and make good decisions.
Along the way I learned that knowing the business is
important, but not nearly as important as cultivating
relationships.
One of the hardest things I’ve had to do as a
leader was to move on and hand over a business that
I’d nurtured from the ground up. But the person I
passed it on to did things with it that never crossed
my mind—he took it to a new and different level.
That taught me a valuable lesson: grooming the next
generation and infusing teams and projects with new
blood are extremely important. They, in turn, are
forced to groom their next generation. It’s what keeps
a 90+-year-old firm like Booz Allen thriving.
I’ve learned too that, while consensus and collabora-
tion are important, making the most of your firm’s diversity
means embracing dissenting opinions—not quieting them.
Diversity isn’t about making everyone think alike; it’s
about celebrating differences and seeing things in differ-
ent ways. More ideas and different ideas almost always
lead to better ideas.
Being a leader doesn’t mean that you have to have
the official mandate. It means that you actively participate
in making something happen. You don’t have to be the
one seen holding the flag—the key is removing yourself
from the equation and keeping the focus on what you
want to have happen and how to make sure it does.
Laurene Gal lo
A
COMPANY: Booz Allen Hamilton
HEADQUARTERS: McLean, VA
WEBSITE: www.boozallen.com
BUSINESS/RANKING: Global management
consulting; #1 technology consulting firm, #4 strategy
consulting firm (Consulting Magazine)
2004 REVENUE: $3.3 billion
EMPLOYEES: >16,000 employees on 6 continents
CUSTOMERS: Major international corporations and
government clients
PDJ
TITLE: Vice President
EDUCATION: BS (journalism): University of Maryland;
MA (national security policy): George Washington
University
FIRST JOB: Intelligence analyst at the National Security
Agency
READING: Brilliance of the Moon (Hearn)
PHILOSOPHY: Look for the positive, plan for the
challenges, and celebrate the unexpected.
FAMILY: Beautiful stepdaughter (15); a large and
wonderful family – mom and dad, two brothers, in-laws,
a slew of nieces and nephews; and one large red dog.
INTERESTS: Hanging with family and friends; traveling
with my daughter; reading science fiction; watching cooking
shows and failing miserably at emulating their recipes.
FAVORITE CHARITY: American Red Cross; Children's
Hospital
BOOZ ALLEN
T H E S E R V I C E P R O F E S S I O N A L S
At Cintas, we capitalize on our greatest strength:
OUR PEOPLE. As a leading provider of outsourced
services, we embrace individuality in experience,
age, appearance, physical ability, education, family
status, and more. Our diversity has helped us become
one of the most successful companies in the country.
It allows us to serve our customers better and provide
rewarding career opportunities for our employees.
For more information, please visit our
website at www.cintas.com.
Unique Perspectives.
Varied Cultures.
Innovative Ideas.
T H E S E R V I C E P R O F E S S I O N A L S
2005: INROADS honors
Cintas CEO Scott Farmer
with prestigious “Frank C.
Carr Award” for vision and
commitment to diversity in
corporate America.
2005: Cintas tops industry
rankings on FORTUNE
Magazine’s “America’s Most
Admired Companies” list for
second consecutive year.
2005: Cintas records 36th
consecutive year of growth in
sales and earnings.
2004: Cintas Ranked Fourth
Best Employer in Canada by
Report on Business Magazine.
diversity ad.indd 1 10/14/05 3:00:46 PM
70 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
was fortunate from the start to have parents—both
immigrants and neither of whom had an opportunity
even to attend high school—who expected that I as
well as my four brothers needed to excel academically,
work hard, care about others, stay healthy, tackle life
with resilience, and not be afraid to change course.
I’ve changed course more than once, beginning with a
plan to teach in elementary school, discovering in college
that I enjoyed managing and teaching older students
more, working in higher education for four years, and
finally moving on to pursue a law degree. In the legal
profession, I started out as a litigator and eventually
moved into management. I pursued each new direction
based on what I most enjoyed doing.
Along the way, I’ve learned a few important
lessons. First, integrity in legal analysis and interactions
with people is critical for an attorney. There is also
no substitute for excellent legal analysis and writing.
Nevertheless, we must always remember that there is
the law, and then there are the people who create
the legal issues. Success depends on understanding
and working effectively with both.
Success as a manager also depends on knowing
when to delegate and when to be involved personally
in a decision. Know your own limits in terms of time,
knowledge and influence. Finally, developing a
strong, committed, knowledgeable staff is one of the
most important things a manager can do—successful
staff need challenging work and high expectations,
information and training, honest performance feedback,
recognition, and a supportive, cooperative work
environment.
Personally, remember that opportunity does not
always knock at the most convenient time. I was just
returning to work after adopting an infant when I was
asked to be the General Counsel of the second largest
employer in the United States, and my husband and I
adopted a second small child a few years later. Knowing
my limits, having a supportive boss—and the Postmaster
General is absolutely the best in terms of family/work
balance—using my time efficiently, keeping a good
home/work balance, and having a terrific staff (and
husband) have been crucial to my success.
Mary Anne Gibbons
I
COMPANY: United States Postal Service
HEADQUARTERS: Washington, DC
WEBSITE: www.usps.gov
BUSINESS/RANKING: Mail and package delivery
services and products; #6 – Best Companies for
Minorities (Fortune, 2004)
2004 REVENUE: ~$69 billion
EMPLOYEES: ~700,000 career
CUSTOMERS: >7 million daily (~38,000 post offices;
142 million homes, businesses and PO boxes)
SUPPLIERS: ~25,000
PDJ
TITLE: Senior Vice President & General Counsel
EDUCATION: BA (psychology, education);
MA (education); JD
FIRST JOB: Full-time summer babysitter for two chil-
dren at age 13.
READING: Devil in the White City (Larson); The Majesty
of the Law (O’Connor)
PHILOSOPHY: Assume the best about people. Be fair
with those you interact with. Tackle the issues and
resolve them quickly.
FAMILY: Married to an engineer; daughter (6) and son (3);
four brothers, one sister, 14 nieces and nephews, and
very large extended family.
INTERESTS: Family time; travel; baseball; reading; more
exercise one day soon.
FAVORITE CHARITY: Christian Community Group Homes
(serves low-income senior citizens).
U. S. POSTAL SERVI CE
WOMEN WORTH WATCHI NG 2006
lthough each woman seeking to advance her career
needs to know her personal environment (her goals,
desires, talents, strengths, frustrations, challenges, and
fears), there are a few “truths” that have worked for
me that might also work for other women seeking to
progress as leaders in the corporate world.
• Think proactively, visualize the larger picture, and
envision the end result. Don’t wait for problems to
appear before seeking a solution, but rather antici-
pate what you might do to forestall a problem.
More than just embracing change, create change
when it will support your corporate mission.
• Don’t fear risks, but be willing to be the decision
maker and to accept accountability for your actions.
Gather all the needed facts; analyze those facts,
risks, and benefits; and choose the path. If you take
a risk and you fail, you’ll still be learning. If you
take a risk and succeed, you and your company
will both win.
• Maintain positive relationships with co-workers by
treating them with courtesy, dignity and respect.
Treat them as you wish to be treated—and then some.
Go the extra mile to help others achieve their goals,
and allow others to help you. Allowing others to
help us is sometimes difficult because, as
business women, we tend to feel as though we
must be superhuman. But by allowing others to
help, you ultimately empower them.
• Hire good people, and then trust them to do their
jobs. My staff members thrive enthusiastically and
creatively when I allow them to bring their unique
perspectives to the table, and the corporation and I both
benefit from their diverse views. I believe in allowing
them appropriate autonomy, knowing they will come to
me when they need advice or a helpful ear. When staff
members perform well, reward them. While we likely
all work for personal satisfaction, we also like to be
appreciated by others. Don’t be shy about giving
compliments, and don’t forget to say “thank you.”
• Suggesting we need balance in our lives might sound
trite, but life has taught me that as women in business
we sometimes try so hard that we work ourselves to
death. We shouldn’t equate overwork with success, and
we should recognize that there are “real” deadlines and
constraints and there are self-imposed deadlines and
constraints. Learn to know the difference, and allow for
some flexibility with those that are self-imposed.
Kimberly S. Gray
A
COMPANY: Highmark Inc.
HEADQUARTERS: Pittsburgh, PA
WEBSITE: www.highmark.com
BUSINESS/RANKING: Health insurance and employee
benefits (licensee of Blue Cross Blue Shield)
2004 REVENUE: $9.1 billion
EMPLOYEES: 10,403
CUSTOMERS: 24.5 million
SUPPLIERS: 116 minority- and female-owned business-
PDJ
TITLE: Chief Privacy Officer
EDUCATION: BA (summa cum laude): Shippensburg
University of Pennsylvania; JD: The Dickinson School of
Law
FIRST JOB: Community hospital records clerk
READING: Case Histories (Atkinson); Golf Rules Plain &
Simple (Russell)
PHILOSOPHY: Decide each morning that you’re going to
have a good day, and then live it.
FAMILY: Single
INTERESTS: Foreign languages and cultures; travel;
wine; music; sports
FAVORITE CHARITY: No one in particular, but give to
where the greatest needs are.
HI GHMARK
Profiles in Diversity Journal November/December 2005 71
72 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
ost people would describe me as genuine, spirited,
and enthusiastic. Helping others achieve their potential
is paramount to me, and I make a concerted effort to
connect with and make a difference in people’s lives
and careers. One of the most rewarding things for me
as a leader is the ability to unleash the best in people.
I define leadership as the ability to explore possi-
bilities and turn them into reality with velocity. There
are four very critical components of this: creating
fellowship; inspiring others; executing with excel-
lence; and coaching and developing people. That
ability to coach is core to who I am.
Having great mentors, taking risks, and gaining
cross-functional experience have all contributed to my
success:
• Role models and leaders with varying styles provide
an opportunity to assimilate the best qualities of
each and apply them into your own unique style
of leading.
• To succeed, you cannot be afraid to take risks.
Failure is not an option. With risk comes growth
and learning.
• Finally, cross-functional experience provides
opportunities to learn about different parts of the
organization and understand how they interrelate
and function.
Being successful in today’s world is not without
its challenges. Probably the most difficult challenge
for both men and women is to maintain work/life
balance. We struggle with time away from home and
spending quality time with our families. It’s critical to
recognize the importance of finding balance.
A second challenge for women is recognizing that we
don’t have to do everything on our own. We need to
leverage our resources, be open to information and learning
—and again, not be afraid to take risks. We also need to
integrate our personal experiences into our organization’s
strategy. For example, the retail supermarket industry is
changing. Seventy-two percent of our customers are
women, and more and more of our gender are assuming
leadership roles. Imagine the possibilities!
My advice is to be willing to learn something new
every day, be overt in seeking out role models, and reach
out to others unselfishly. Don’t underestimate the value of
creating relationships with customers, peers, and people
with whom you work closely. Never be afraid to try
something new. It’s important that people make a mark
and put their name on something they’ve created. Finally,
be comfortable with who you are; and even as a profes-
sional, never forget to have fun.
Cathy D. Green
M
COMPANY: Food Lion, LLC (subsidiary: Delhaize America)
HEADQUARTERS: Salisbury, NC
WEBSITE: www.foodlion.com
BUSINESS/RANKING: Retail grocery chain; Delhaize
America #10 in U.S. grocery sales (Supermarket News)
2004 REVENUE: $15.8 billion (Delhaize America)
EMPLOYEES: ~70,000 (Food Lion)
CUSTOMERS: ~10 million/week (Food Lion)
SUPPLIERS: ~7,400 (Food Lion)
PDJ
TITLE: Chief Operating Officer
EDUCATION: Bachelor’s degrees (management; marketing):
University of Maine; completed coursework in Strategic
Retail Management: College of William and Mary
FIRST JOB: At age 14, I started my own lawn mowing
business: “Clippings by Cathy”
READING: Winning (Welch)
PHILOSOPHY: Strike a harmonious balance between
home and work. I give my utmost to both. I know my
ultimate legacy lies with my children and the impact I
have on them.
FAMILY: Husband; two daughters
INTERESTS: Spending time with my two girls; reading;
photography; golf
FAVORITE CHARITY: Living Hope Adoption Agency
FOOD LI ON
74 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
have found that the mentoring relationships that I
have with others are colored by the approach that I’ve
taken with my own career. It’s a bit of a cliché, but I
really do thrive on challenge—I made many of my
life’s choices based on maximizing the degree of
difficulty. This included spending a year as an
exchange student in South Africa in the late ’70s;
taking engineering at the University of Waterloo (in
Canada); doing my MBA part-time while working and
starting my family; and taking individual career
opportunities—including my current role which
involved uprooting my husband and children from
Toronto and moving to the Chicago area.
When mentoring others, I look for individuals
who have the aptitude for career progression, but
who also have a great attitude. I often talk to
employees throughout the organization about their
career aspirations, potential career paths, and areas
of interest within the organization—whether in my
group or beyond.
Although everyone I spend time with is different,
of course, my overall advice is consistent: Find a path
that challenges you, but also look for opportunities to
make a significant contribution to the organization.
From that combination you can get dynamic results,
including personal growth, recognition, and satisfaction.
I’m often asked about how I maintain a balance
between my family and my work. For me, this
involves the ability to focus 100% on my family when
I’m at home, and 100% on my work when I’m at the
office. I try not to bring the office home with me. I have
also learned the importance of creating and using a
support network—be it a spouse/significant other, a
nanny, or a friend.
Above all, the most important element is that I have
to love what I do. The good news is that—because of the
bank’s culture, people, and strategy—I do.
Sandra L. Hanington
I
COMPANY: BMO Financial Group (Harris)
HEADQUARTERS: Toronto, Canada (BMO) /
Chicago, IL (Harris)
WEBSITE: www.harrisbank.com
BUSINESS/RANKING: Financial services: banking,
lending, investing/management
2004 REVENUE: $61.2 billion
EMPLOYEES: ~7,000
CUSTOMERS: >1.5 million personal, business,
corporate & institutional clients
PDJ
TITLE: Executive Vice President, Marketing & Customer
Strategies – Harris (part of BMO Financial Group)
EDUCATION: Bachelor of Applied Science (licensed
professional engineer): University of Waterloo;
MBA: University of Toronto.
FIRST JOB: Working and living on a uranium mine/mill in
N. Ontario as a student engineer.
READING: I read a lot and always have several books on
the go, currently: Gilead (Robinson), Blink (Gladwell), and
The Memory of Running (McLarty).
PHILOSOPHY: Live life to your absolute best ability –
aspire to greatness, whatever that means for you, but
also make sure you enjoy the journey.
INTERESTS: For stress management, I try to stay
physically active. I really enjoy running and ran a marathon
a few years ago.
FAMILY: Husband; daughter (10); two sons (12 and 14)
HARRI S ( BMO)
WOMEN WORTH WATCHI NG 2006
y father always said, “Kathy, just tell me what
you’re going to do and then do it.” His words and
actions demonstrated commitment and accountability.
I expect that from myself—and everyone who works
with me. That’s the power my dad had as a mentor.
He and my mother insisted I go to college, which I
might not have done on my own. As a finance major,
I was often the only woman in class, preparing me well
for the male-dominated telecommunications business.
I turned down offers from Big 8 accounting firms
to move home to San Angelo, TX, to get married.
When I joined GTE there, I encountered my most
influential professional mentor. Because my boss
believed employees needed broad perspective, he
reassigned us to new positions every 18 months.
That helped me develop skills and insights for my
own career, and shaped my philosophy for selecting
and developing people. I also learned to embrace
change, to get quickly up to speed on new areas
of the business, and to produce results.
I moved functionally, physically, and organizationally
in field and headquarters finance assignments, and
then stretched with assignments in consumer and
enterprise sales and process re-engineering. When I
left my native Texas for headquarters in Connecticut,
I viewed it as “getting my corporate ticket punched.”
It was the best move I ever made, because of the people
there who mentored me and influenced my career.
That background—plus a reputation for directness,
tenacity and meeting commitments—led me to three
assignments running vastly different businesses: our
Texas/New Mexico telephone operations (regulated,
unionized and structured); GTE Airfone (small and
entrepreneurial); and Verizon Information Services
(nationwide, competitive print and Internet advertising
business going through transformation).
Throughout my career, I’ve learned some important
lessons:
• Honor those who paved your path. Although you
may change everything, remember that most of their
decisions were right for the time.
• Like your job and respect your boss; if you don’t,
move on.
• Manage by fact; anecdotes shouldn’t be the basis for
decisions that affect your company, customers—or
employees.
• Being a change agent is the top leadership task. It
requires facts, follow-through, and helping people see
what’s in it for them.
• And, most important, my daddy’s motto: “Say what
you’re going to do, and do it.”
Katherine J. Harless
M
COMPANY: Verizon
HEADQUARTERS: New York, NY
WEBSITE: www.verizon.com
BUSINESS/RANKING: Telecommunications;
#14 – Fortune 50
2004 REVENUE: $3.6 billion
EMPLOYEES: 7,400
CUSTOMERS: 1.1 million yellow pages advertisers
SUPPLIERS: 4,500
PDJ
TITLE: President – Verizon Information Services
EDUCATION: BA (accounting): University of Texas
at Austin
FIRST JOB: Secretary to the finance director at the San
Angelo (TX) Independent School District
WHAT I’M READING: Today, my “in” box, which is
generally overflowing!
PHILOSOPHY: Personal integrity—in other words, “say
what you’re going to do, and then do it!”
FAMILY: Husband; three sons; three grandsons
INTERESTS: Fishing (bass or catfish)
FAVORITE CHARITY: University of Texas Foundation
VERI ZON
Profiles in Diversity Journal November/December 2005 75
76 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
inston Churchill once said, “The price of greatness
is responsibility.” For me, personal responsibility has
always translated to professional success. As women,
we must strive to preserve ourselves, our essence,
even as we navigate the sometimes rough waters of
the business world. There are ten personal command-
ments that have served me well over the years as I
climbed the corporate ladder; but more importantly,
they strengthened me as a woman and a citizen of
the world.
• Be clear about who you are. Embrace yourself, to
whom you belong, and what your values are.
• Nothing is important enough to lie about. Speak
truth to power. Your integrity and reputation are
invaluable—carefully guard them.
• Be consistent. Say what you mean. People may not
agree with me, but they never have to guess about
my position. I do not change positions with the
wind, and I do not change to be politically expedi-
ent. I have passed on offers because they were not
consistent with my values.
• You can’t lead where you are not willing to go.
Simply put, be decisive and lead by example.
• Get a life and keep it. This is immensely important.
Love, live, and laugh. I cannot stress enough the
importance of balance and wholeness.
• It is not about just you. Find people to mentor
and nurture, and in the process, you will grow
enormously.
• Mentoring relationships must be reciprocal. What have
you done for your mentors? You must give to get.
• Love it or leave it. If you cannot find joy and satisfac-
tion in your work, find a new path—period.
• Value all people. Look for the best in everyone even in
the darkest times.
And last…
• Try not to date turkeys, and whatever you do, do not
marry one. A spouse who is insecure and does not
believe in your dreams is a distraction, to say the least.
As you journey through your career, you will learn
that the professional is often personal. I hope these
personal commandments will inspire you as you climb.
Glenda A. Hatchett
W
COMPANY: HCA, Inc.
HEADQUARTERS: Nashville, TN
WEBSITE: www.hcahealthcare.com
BUSINESS/RANKING: Healthcare; #80 (fortune.com)
2004 REVENUE: $23.5 billion
EMPLOYEES: ~190,000
CUSTOMERS: 1.6 million patients
SUPPLIERS/CONTRACTORS: >1,100 members
(>$100 million with minority- and women-owned
businesses)
PDJ
TITLE: Judge; Board of Directors, HCA
EDUCATION: BA: Mount Holyoke College;
JD: Emory University School of Law
FIRST JOB: Clerk to the Hon. Horace T. Ward, U.S.
Federal District Court, Southern District, Georgia
READING: Cracking the Millionaire Code (Allen and
Hansen)
PHILOSOPHY: From those to whom much is given,
much shall be required.
FAMILY: Two sons
INTERESTS: Family advocacy
CHARITY: CASA (Court Appointed Special Advocates)
HCA
78 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
y career has been an incredible journey that has
taken me through a series of twists and turns—from a
cashier to a store manager, from the supermarket to
the corporate office, from Chicago to Boise. I have
enjoyed every job I’ve been asked to do … and have
appreciated the opportunities to advance my career
and achieve my goals.
But, above all, I relish the fact that I have
constantly been in a position to learn. Lifelong
learning is my passion. I believe that there are many
qualities of great leaders, but none as important as
having an insatiable appetite for continuing to learn.
My message to the next generation of leaders is
to always stay current with best practices, new
studies, and research related to your profession. It’s
critical to understand the trends, challenges, and
issues that shape your industry … and it’s imperative
to be knowledgeable about every aspect of your
company so that you are able to help influence
decisions and drive results.
Leaders in human resources and finance should
understand merchandising and marketing; leaders in
information technology should know about operations.
Effective leaders always see the world without boundaries,
reach out for new information, ask probing questions,
resist the status quo, and insist on a better way.
I have been proud that I am a product of both
“street smarts” and “book smarts.” While I earned an
advanced degree, I spent hours throwing freight,
writing labor schedules, and sorting produce. The
combination of what I learned both at school and on
the job is invaluable to me today. I am better equipped to
make smarter decisions because of my broad perspective
of people and business.
Additionally, much of my learning comes from other
great leaders—people who invested their time showing
me the ropes, sharing their experiences, and letting me
learn from my own mistakes. As a tribute to them, I constantly
look for opportunities to coach and mentor new leaders …
giving back to others who will make a difference.
One of my favorite quotes is from Abigail Adams:
“Learning is not attained by chance. It must be sought for
with ardor and attended to with diligence.” Her words are
from 1780 … but they still strike a chord with me today.
Learning is a privilege, and great leaders never lose sight
of that.
My hope for tomorrow’s leaders is that they enjoy a
passion for learning that will take them to even greater
heights.
Kathy J. Herbert
M
COMPANY: Albertson’s Inc.
HEADQUARTERS: Boise, ID
WEBSITE: www.albertsons.com
BUSINESS/RANKING: Food and drug retailer;
~2,500 stores in 37 states; #35 – Fortune 500
2004 REVENUE: $40 billion
EMPLOYEES: 240,000
PDJ
TITLE: Executive Vice President, Human Resources
EDUCATION: MBA: Lake Forest School of Management
FIRST JOB: Babysitting
READING: Saturday (McEwan) and Confronting Reality
(Bossidy and Charan)
PHILOSOPHY: God, grant me the serenity to accept the
things I cannot change, courage to change the things I
can, and the wisdom to know the difference.
FAMILY: Married
INTERESTS: Interior decorating; horses; cross-country
skiing
FAVORITE CHARITY: United Way
ALBERTSON’ S
WOMEN WORTH WATCHI NG 2006
’ve always believed that success depends largely on
managing your own professional growth, being willing
to take risks, and staying open to new ideas. My dad
died when I was nine, leaving my mother with five
young children. Self-reliance and taking responsibility
were traits I had to learn very early in life.
I’ve learned through the years that successful
performance hinges on our ability to integrate what
we’ve learned and apply the relevant skills and
knowledge to any situation; hence, the more experi-
ences and challenges we have, the better we become.
My philosophy has always been to perform on
today’s job and go for the learning experience; then
opportunities for growth and development will
follow—even if it means moving to another
geographic location or out of your comfort zone,
which is much more difficult.
It’s beneficial to have several informal mentors
throughout your career. A good way to gain insight
from someone you admire and respect, without asking
them to commit to a full-time mentoring role, is to
seek out occasional input on difficult projects or
issues you may be working. For example, approach
a senior member of your organization with, “I have an
issue that I would like to discuss with you. I’m think-
ing of doing XYZ, and would like to know what you
think, to see if I’m on the right track.” Just remember,
it’s important that you have a solution to the problem
pre-defined, so you won’t appear to be asking your
mentor to solve the problem for you.
No matter what your skills and experience, another
key attribute to success is the ability to work well with all
levels of people. You may be the smartest person in the
room, but if you can’t get along with others, you will not
succeed.
Bottom line is, do your best and don’t set limits on
what you think you can do. Be flexible. Be willing to
seek out new projects. Learn something new, and step
out of your comfort zone. And one of the best things you
can do for yourself is to learn to forgive yourself for not
knowing all the answers when you’re knee-deep in new
territory.
Marillyn A. Hewson
I
COMPANY: Lockheed Martin
HEADQUARTERS: Bethesda, MD
WEBSITE: www.lockheedmartin.com
BUSINESS/RANKING: Aerospace & defense;
#1 U.S. Department of Defense contractor
2004 REVENUE: $35.5 billion
EMPLOYEES: 135,000
CUSTOMERS: Growth markets in defense, homeland
security, and systems/government information technology
SUPPLIERS: Leading technology firms worldwide PDJ
TITLE: President – Kelly Aviation Center, L.P. (Lockheed
Martin)
EDUCATION: BS (commerce and business administra-
tion), MA (economics): University of Alabama; Columbia
Business School Executive Development Program
FIRST JOB: Economist, Bureau of Labor Statistics,
U.S. Department of Labor
READING: Blink (Gladwell): a book on trusting your “gut
feeling” in decision-making and how to sharpen your
rapid cognition skills.
PHILOSOPHY: Perform at your best on today’s job, go
for the experience, and the opportunities will follow.
FAMILY: Husband; two boys (16 and 13)
INTERESTS: Family time; golf; travel; reading
FAVORITE CHARITY: The Women’s Legacy (focused on
early childhood care/education, preventing child abuse/
neglect, and helping women achieve economic security)
LOCKHEED MARTI N
Profiles in Diversity Journal November/December 2005 79
80 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
’m very fortunate to have had a great career, good
luck, and great co-workers. Management coaches tell
you that, for a successful career, you must: work hard
and smart; be persistent and resilient; and work to
make an impact. After more than 25 years of profes-
sional work, I believe a few additional pieces of
advice served me well.
A key success factor for me has been an ability
to see myself with clear vision. Self-awareness is
something that I learned when my first manager told
me I was about to be fired due to a bad attitude. I
was completely surprised by his assessment, and
desperately wanted to keep the job. So I did some
soul searching, realized he was right, and made the
necessary changes. Self-awareness has proven to be
a foundational element of my work life.
I’ve worked for several great companies and great
leaders. The most rewarding experience I had was
working for a leader who believed in my capabilities
and was willing to give me honest and insightful
feedback on my performance. I was given an oppor-
tunity to take on a new challenge when I became a
general manager. I applied myself to the job, using my
experience, skill, and dedication to achieve success.
But the most successful aspects of the job were the
personal changes that I made based on the feedback
of my manager.
Being in a senior position with significant respon-
sibility is a great learning ground. You make decisions
that have impact, and you deal with problems daily.
Having a manager who is willing to provide honest
and frequent feedback, in a supportive manner, has
made it possible for me to learn, adjust, and ultimately
succeed.
I’ve also had my share of difficult situations, partly
due to my own level of maturity or to differences in man-
agement styles. One manager I worked for was highly
successful and very smart, but his style differed signifi-
cantly from mine. I struggled to succeed in the environ-
ment for some time, but eventually assessed the situation
as a misfit and moved on. Many styles are successful, but
not every style can be made to work for you.
Clearly assess your skills, work with a team
compatible with your management style, and be willing
to change when things aren’t working. Applying these
ideas, in addition to working hard and smart, has given
me a very rewarding career.
Kathryn Hill
I
COMPANY: Cisco Systems, Inc.
HEADQUARTERS: San Jose, CA
WEBSITE: www.cisco.com
BUSINESS/RANKING: Networking
2004 REVENUE: $22 billion
EMPLOYEES: 35,000 (worldwide)
PDJ
TITLE: SVP/GM, Ethernet & Wireless Technology Group
EDUCATION: BS (math): Rochester Institute of
Technology
FIRST JOB: McDonald’s; 1st professional job – soft-
ware engineer programming railroad equipment for auto-
mated train control.
READING: Several books including fiction, poetry, and
business; several newspapers daily via the Internet.
PHILOSOPHY: Do the right thing.
FAMILY: Single
INTERESTS: Travel to all parts of the world and keeping
current with world news.
FAVORITE CHARITY: No one favorite—there are many
doing great work.
CI SCO
82 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
hroughout my career, I have developed a personal
philosophy of what it means to be a leader. As a
woman in a male-dominated field, I have come to
believe that leadership traits are gender neutral, and
that the required attributes evolve as circumstances
and organizations change.
Leadership is a concept difficult to define, but you
know it when you see it. From my experience, an
effective leader must inspire people, establish a sense
of direction, create change, and anticipate customer
needs while effectively balancing her personal and
professional lives.
In addition to these responsibilities, a leader
helps find the right lens and the right perspective.
It is the leader’s job to find the next right answer and
make the tough decisions to get there. But above all,
leaders are passionate and committed to what they
do. Leadership doesn’t just happen while you are at
work; it’s a 24/7 state of being.
Over the years, I’ve had the opportunity to meet
several great leaders. While the list of attributes they
share is long, four critical traits stand out above the rest:
• HONESTY – Nothing is more important than per-
sonal integrity and ethical behavior. I’m not talking
just about what is legal, I’m talking about what is
right. You never get a second chance to be trusted
and respected.
• PASSION – Be passionate about everything you do.
You should play as hard as you work, and you
should have fun at both. In my experience, the
most successful business people have incredibly
interesting personal lives. They are often well traveled,
well read, have exciting hobbies and interests, and are
generous with their time and money.
• EXCELLENCE – Hold yourself and your people
accountable to a high standard of performance. Lead by
example, and never ask your employees to work harder
than you are willing to work yourself.
• FLEXIBILITY – Be flexible, open minded, and cooperative
… no matter what! Embrace change and uncertainty.
Continue to brutally reassess everything, be proactive,
and act quickly to adapt to the changing marketplace.
These four traits are critical components of my
leadership philosophy; they continue to prove valuable
and relevant. As you develop into the leaders of tomorrow,
I encourage you to consider how these traits relate to you
and your vision of leadership.
Linda P. Hudson
T
COMPANY: General Dynamics Corporation
HEADQUARTERS: Falls Church, VA
WEBSITE: www.generaldynamics.com
BUSINESS/RANKING: 4th largest U.S. defense
contractor
REVENUE: $19.2 billion
EMPLOYEES: 70,800
PDJ
TITLE: President – General Dynamics Armament &
Technical Products
EDUCATION: BS (systems engineering; with honors):
University of Florida
FIRST JOB: Research and development engineer, Harris
Corporation
READING: The World is Flat (Friedman) and
Freakonomics (Levitt and Dubner)
PHILOSOPHY: The challenge is that we all must be
everyday leaders inspiring everyday creativity, leading by
example, and taking the time to win the hearts and minds
of those who work for us.
FAMILY: daughter; son-in-law; granddaughters (6 and 1)
INTERESTS: Yoga; International Women’s Forum;
adventure travel; reading; gourmet cooking
FAVORITE CHARITY: The United Way; YMCA
GENERAL DYNAMI CS
WOMEN WORTH WATCHI NG 2006
am often asked how I rose through the ranks at
Reebok, one of the country’s most well known
corporate success stories. My career path from an
entry-level PR job to my current executive-level
position was fueled by my need to make a difference,
and do it with integrity, intellect and insight.
My work ethic has never been compromised.
From my first day, I have arrived to work energized,
committed to doing my best, and ready for anything.
I was willing to do the task no one else wanted to
do. I ran when others walked. I smiled when others
whined. I saw opportunities to learn when others saw
obstacles. And I was, and am, never willing to sacrifice
my integrity. Ever.
Here are three pieces of career advice I’d like to
share:
• DON’T BE AFRAID TO MOVE OUTSIDE your
comfort zone and learn something new. Embrace
such opportunity with enthusiasm. Although I have
always held some type of communications position,
I have never held the same type of job longer than
18 months. I am constantly reinventing myself, or
accepting new challenges to reinvent the ways in
which the job’s functions are performed.
• STAY FOCUSED on delivering quality results.
A gallant effort without results doesn’t move the
needle, for the company or for me. A solid effort
with strong and positive results is something that
will benefit the company and my career.
• HAVE FUN and keep it all in perspective. As much
as I love my job, I am committed to maintaining a
vibrant and healthy attitude and lifestyle. A caring
circle of family, friends, colleagues, and mentors com-
bined with a healthy sense of humor serve as my life’s
foundation.
As a black woman, I have faced many career chal-
lenges. However, I have never used gender or race as an
excuse to fail. I view both as a beacon of light. In most
situations, I stand out. Over the years, I’ve learned to use
those situations to have my voice heard and my ideas
seen. That has been of great benefit to me as I have
traveled the path to my executive suite.
Denise Kaigler
I
COMPANY: Reebok International Ltd.
HEADQUARTERS: Canton, MA
WEBSITE: www.reebok.com
BUSINESS/RANKING: Footwear/apparel/equipment;
#3 in international sales
2004 REVENUE: $3.8 billion
EMPLOYEES: ~9,000 (worldwide)
PDJ
REEBOK
Profiles in Diversity Journal November/December 2005 83
TITLE: Senior Vice President & Chief Communications
Officer
EDUCATION: BA: Emerson College
FIRST JOB: McDonald’s in Laurel, MD
READING: The Big Bad Wolf (Patterson)
PHILOSOPHY: Set goals. Dream. And when you
achieve those goals and dreams, do it again and keep
setting them.
FAMILY: Husband (19 years); daughter (13) and son (10)
INTERESTS: Reading; traveling; movies; being with
family and friends
FAVORITE CHARITY: Sportsmen’s Tennis Club
84 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
y parents were missionaries, and I spent most
of my youth living in Congo/Zaire, Africa. That
experience taught me many valuable lessons including
the importance of self initiative, risk taking, and hard
work. One could say that I developed my passion for
the food business at the age of 7, working kitchen
duty in the boarding school I attended. I continued
working kitchen duty to put myself through college,
and afterward began my professional career in the
food and facilities management business.
My experience has taken me through all levels
within the business and both sides of six acquisitions.
I’ve had a wonderful and exciting career and had the
opportunity to work with, learn from, and mentor
many individuals who now have very successful
careers. There are three areas of advice that I would
offer to individuals as they set about growing their
careers.
• BE A LEADER. In everything that I’ve done, both
personally and professionally, I’ve set a goal and
gone after it. Don’t wait for someone else to direct
you or tell you what to do—just do it. When you
have a new idea or process, try it. Of course, equally
important to leadership are patience and persistence.
There may be times when you will have an idea
that is so far ahead of its time that others may not
be ready to accept and act on it. With patience and
persistence you will prevail.
• TAKE RISKS! Taking a risk involves acting when
you may not necessarily have all of the facts on
possible outcomes. But if you wait to act until you have
all the information, it may be too late. It is equally
important that when you do take a risk you hold your-
self accountable for the outcome, whatever it may be.
Mistakes are an inherent part of risk taking, but the
learning that comes from those mistakes is invaluable.
Learn from your mistakes and move on, being careful
not to make the same mistake twice.
• MAKE A CONNECTION with the people around you
in everything you do. From the lowest level employee
to the most senior executive, know that you have value
to offer that person. Be real and open with the people
you work with, and the rewards will pay off tenfold.
CarolynL. Kolesar
M
COMPANY: Sodexho
HEADQUARTERS: Gaithersburg, MD
WEBSITE: www.SodexhoUSA.com
BUSINESS/RANKING: Leading provider of out-
sourced food and facilities management services in
North America.
2004 REVENUE: $5 billion
EMPLOYEES: 110,000
CUSTOMERS: >6,000 corporations, schools, health
care facilities, college campuses; U.S. Marine Corps
PDJ
TITLE: Executive Vice President – Sodexho Health Care
Services
EDUCATION: BS (food, nutrition & institutional
administration): Oklahoma State University
FIRST JOB: At the age of 7 – kitchen duty in boarding
school; management – unit manager at Oklahoma State
University
READING: Good to Great (Collins)
PHILOSOPHY: Connect with everyone that you come in
contact with, at all levels from an hourly employee to the
CEO, and do something that will bring value to them as a
person.
FAMILY: Married; two children
INTERESTS: Gardening
FAVORITE CHARITY: Crystal Cathedral; the Sodexho
Foundation
SODEXHO
86 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
utting the consumer first has been the underlying
theme of my career. I’m fascinated by what drives the
consumer proposition and all that is required to sus-
tain it. As a business and marketing professional, I’ve
gained experience in each job that has prepared me
for the next challenge.
One of my early roles was in a market research
organization, where I gained great insight into what it
takes to generate consumer passion for a product. All
too often, we stop at what is possible to achieve rather
than going that extra mile to delight the consumer.
My strong consumer lens has enabled me to
launch and revitalize consumer businesses across
different markets and countries. I have worked in
foods, cosmetics, and appliances—throughout Asia
and the United States. Today I guide the customer
loyalty plans for Whirlpool globally.
The misconception that you have to be tough-
minded to excel in the harsh world of business is
gradually being replaced with the notion that work
can be a rewarding extension of your life. These
days, you can be most effective by bringing “yourself”
to work.
Business is about relationships and empowering
people to do their best work. I gain the most as a
professional and a person by challenging people and
helping them to unlock their hidden talents. By creat-
ing emotional connections with people, I try to pro-
mote a culture where trust and mutual respect are
achieved and teamwork flourishes.
Work/life balance has been a challenge because
I’ve always worked long hours and often traveled for
weeks at a time; but my family is important and always
comes first. When I was offered the opportunity to launch
the Whirlpool brand in India, my husband and I discussed
our life priorities and decided that having a second child
was more important than career opportunities. Whirlpool
had the confidence in me to structure a plan that benefited
my family as well as my career.
A supportive family is essential. My mother and
mother-in-law took turns taking care of our children while
my husband and I were at work. In addition, my husband
encouraged me to take a foreign assignment as a way to
further my career, despite the fact that we were apart for
three years!
When I began my career, it was important to me to
be well regarded as a business professional. Today, I
strive to be a well-rounded person with a passion for
activities outside of work. As my tennis partner recently
remarked, my definition of success today would probably
include perfecting my overhead smash!
Marise Fernandes Kumar
P
COMPANY: Whirlpool Corporation
HEADQUARTERS: Benton Harbor, MI
WEBSITE: www.whirlpoolcorp.com
BUSINESS/RANKING: Manufacturer and marketer of
major home appliances; # 1 worldwide
2004 REVENUE: $13 billion
EMPLOYEES: 68,000; 50 manufacturing & technology
research centers worldwide
CUSTOMERS: Consumers in more than 170 countries
PDJ
TITLE: Vice President, Global Customer Loyalty, NAR
Business Strategy & Core Competencies
EDUCATION: BA (economics): Elphinstone College,
Mumbai, India; MBA: Indian Institute of Management,
Calcutta
FIRST JOB: First full-time job – management trainee at
HMM in India (now GlaxoSmithKline)
READING: I like a mix of business periodicals and light
reading to keep a balance between business and fun. So I
read everything from The Economist to romantic comedies,
like Something Borrowed (Giffin).
PHILOSOPHY: Sometimes in life you have to “go slow
to go fast.” You can tackle any situation or problem if
you aim high and think through your approach. I call this
approach “solving world hunger...one mouth at a time.”
FAMILY: Married 21 years; two sons (16 and 8)
INTERESTS: Tennis; cooking and entertaining – there are
always lots of friends and family at my house.
FAVORITE CHARITY: I tend to support charities connect-
ed with women and children, and those where I personal-
ly know someone who is passionately involved with the
WHI RLPOOL
WOMEN WORTH WATCHI NG 2006
never had a plan for my life. In the mid-1960s, even
an honors graduate of Radcliffe had few options.
Classified ads were still segregated by gender: “Help
wanted–men” and “Help wanted–women.”
After six years working in the emerging computer
industry, I entered the MBA program at Harvard. We
were 34 women in a class of 800; “solid” representa-
tion according to Fortune magazine. Many of my
professors and classmates wondered if I was attending
business school in order to better understand my
husband. Thirty years ago, there was no such thing as
a career ladder if you were a woman. You just had
to make the most of every opportunity you found,
wherever you found it … or it found you.
In the volatile high-tech industry, change was the
constant. I loved the challenge to think outside the
box and act boldly to achieve a new vision. In the
early ’90s, my global product development team at
Lotus figured out how to simultaneously deliver new
products in 16 languages, including Japanese and
Chinese—capturing over $100 million in incremental
revenue by beating our competition to non-English-
speaking markets. Just as my early bosses had taken
chances on me, I trusted talented people who were
different, and they responded with outstanding
performance. It doesn’t have to be harder than that.
Approaching a new situation, I look for 50% of
the job that I can do with my hands tied behind my
back and 50% that is totally new. Thus, I leverage
my knowledge, skills, and experience—half in my
comfort zone and half beyond it, alternating ease with
exhilaration. I assume every member of the team can do
his or her job better than I can. Then the whole is greater
than the sum of its parts.
Relationship-building is the key to business success
in today’s global economy. Your network is not a data-
base of contacts gleaned from collecting business cards at
networking events; your network is your reputation for
integrity, reliability, leadership, and fairness. It’s how people
think of you when a difficult problem or great opportunity
surfaces—and what compels them to seek you out.
I have been very lucky: my parents gave me the gift of
a great education which in turn opened doors for me.
I always worked hard and tried to make my own good
luck. But I owe every opportunity and break to those
who encouraged, helped, and believed in me along the
way. My advice: Honor your sponsors, and pass it on.
Ilene H. Lang
I
COMPANY: Catalyst
HEADQUARTERS: New York, NY
WEBSITE: www.catalyst.org
BUSINESS/RANKING: Nonprofit; ranked #1 among
U.S. nonprofits focused on women’s issues (American
Institute of Philanthropy)
2004 REVENUE: $9 million (revenue and support)
EMPLOYEES: 70
CUSTOMERS: 334 member companies
PDJ
TITLE: President
EDUCATION: BA (history & literature): Radcliffe College;
MBA: Harvard Business School
FIRST JOB: Assistant children's librarian at Watertown, MA
Free Public Library
READING: Reading Lolita in Tehran (Nafisi)
PHILOSOPHY: Never lie.
FAMILY: Husband; daughters (28 and 25); son (22)
INTERESTS: Travel; dance; food
FAVORITE CHARITY: Catalyst
CATALYST
Profiles in Diversity Journal November/December 2005 87
88 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
hen I was a young girl I never dreamed I would
be a lawyer, work for a major corporation, and hold a
position others aspire to have. But I have no illusions:
these accomplishments are not mine alone. I’ve had
help from many mentors along the way.
My mother was my first mentor. From the day
I was born, she provided me with support and
assurance that I had the necessary skills to excel in
all endeavors. Whether it was instilling the impor-
tance of education or shuttling me back and forth
from dancing, swimming or music lessons, she made
sure that I had distinctive opportunities.
Now I find myself in a position of responsibility
as a mentor of other women. I consistently emphasize
five key points in my mentoring groups:
• First, DEVELOP STRONG LEADERSHIP SKILLS;
you can learn new technical skills while climbing
the corporate ladder, but leadership skills are a
constant imperative for success.
• Second, GAIN CROSS-FUNCTIONAL EXPERIENCE,
especially when you work in a large corporation.
As I moved to jobs with increasing responsibility, I
acquired a broad range of experience (marketing,
sales, regulatory, call centers and field operations),
which gave me an understanding of how teams
must work together.
• Third, TAKE RISKS. I relocated four times for a
new job opportunity.
• Fourth, NEVER COMPROMISE YOUR INTEGRITY.
The success you achieve will be meaningless if it’s
built on a shaky foundation.
• Finally, DO NOT SACRIFICE YOUR FAMILY. When
you’re lying on your deathbed, are you going to recall
memories of the XYZ merger, or your son’s first steps?
My nature is to continuously strive for improvement.
I am my own chief competitor, and I never allow myself
to become completely satisfied with my latest accomplish-
ment. This is what pushed me to pursue both a law
degree and MBA. This pioneering spirit has inspired me
to take on new roles and to accept increasingly difficult
responsibilities. At Verizon, I am leading a team in
deploying fiber optics, a project that will change the
entire telecommunications network.
My fantasy job is not as CEO of a major corporation.
I want to help women build their self-esteem, encourage
their pursuit of academics, and develop life skills neces-
sary for true independence. In so doing, I can share those
precious and intangible gifts so graciously given to me.
SheilaLau
W
COMPANY: Verizon
HEADQUARTERS: New York, NY
WEBSITE: www.verizon.com
BUSINESS/RANKING: Telecommunications;
#14 – Fortune 50
2004 REVENUE: $3.6 billion
EMPLOYEES: 1,561 (Texas Region)
PDJ
TITLE: Region President, Texas – Verizon Network
Services Group
EDUCATION: BA (criminology): University of California
at Berkeley; MBA: University of Hawaii; JD: Hastings
College of the Law
FIRST JOB: Sales clerk, H.C. Capwells
READING: Empress Orchid (Min); Angels & Demons
(Brown); The Wall Street Journal
PHILOSOPHY: Leave behind more than you took in life.
FAMILY: Daughter; son; fiancé
INTERESTS: Travel; golf; reading; shopping; decorating
FAVORITE CHARITY: American Heart Association;
Susan G. Komen Foundation; United Way
VERI ZON
The most important ingredient in bringing you the future of broadband...
verizon.com
© 2005 Verizon. All Rights Reserved.
our people.
At Verizon, we believe the people creating the broadband future are as important as the broadband technology itself.
This is why diversity plays a major role in everything we do. We’re continually promoting an inclusive workplace that
respects the diversity of our employees, suppliers and customers. By doing this, we’re able to deliver products,
services and ideas that create richer, deeper, broader experiences for everyone.
90 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
n 2002, I celebrated my 20-year wedding anniversary,
had my 20-year anniversary with Texas Instruments
(TI), had a 40th birthday, became the first female
elected Senior Fellow at TI, and was recognized as
National Technologist of the Year. When one of my
colleagues asked me which of these milestones was
most important, I told her it was the day I drove my
oldest son to school on his first day in the fifth grade!
I strongly believe a harmonious work/life balance is
key to success. While my job, speaking engagements,
and community service often take me away from my
home, I always hold family as my top priority, and it
provides the foundation for my life.
I am the seventh child in a family of six daughters
and three sons. I grew up in a country where often
only sons receive higher education, but my father
dreamed big and told me when I was six years old
that I would be an engineer.
In 1975, I left Vietnam with my family of nine
women and children to seek refuge in America.
My mother, with the help of my older sisters, started
a new life in America without her husband and eldest
son. When we arrived, we had only $80 to support
our entire family. I learned a great deal from my
mother’s courage, witnessed my sisters’ hard work,
and was blessed with the opportunities of this land
we call America.
Four years after coming to America, and deter-
mined to honor my father who was stuck behind in
Vietnam, I graduated high school as valedictorian at
the age of 16, teaching myself English at night after the
rest of my family had gone to bed. Three years later, I
graduated magna cum laude with a BSEE from the
University of Texas and married.
I began my career at TI in 1982. While working full
time during the day, I attended the University of Houston
at night and obtained my MBA in May 1989. By this time,
my father had escaped from Vietnam by crossing the
Thailand-Vietnam border on foot and could proudly
attend the graduation ceremony.
The best advice I can give to young professionals is
to work hard, stay focused on what’s important to YOU,
and care enough to help others. Each one of us has the
ability to improve our own situations, control our destiny,
and create opportunities for others along the way … but
we can only accomplish this when we apply not only
our minds, but also our hearts.
Duy-LoanT. Le
I
COMPANY: Texas Instruments
HEADQUARTERS: Dallas, TX
WEBSITE: www.ti.com
BUSINESS/RANKING: Digital signal processor & analog
technologies: semiconductors; sensors & controls;
education & productivity solutions; #166 – Fortune 500
2004 REVENUE: $12.6 billion
EMPLOYEES: 34,800 w/manufacturing, design or
sales operations in >25 countries
PDJ
TITLE: Senior Fellow
EDUCATION: BS (electrical engineering – magna cum
laude): University of Texas at Austin; MBA: University
of Houston
FIRST JOB: Dynamic-random-access-memory design
engineer with Texas Instruments at age 19
READING: A Vietnamese love novel; also Ronnie &
Nancy: Their Path to the White House (Colacello)
PHILOSOPHY: Luck and hard work are a powerful
combination … but hard work first, then luck. True
success is measured less by what a person accomplishes
and more by what she or he enables others to achieve.
To know where you are going, you must first remember
where you come from.
FAMILY: Husband; sons (12 and 8)
INTERESTS: Deep sea fishing; poker; painting; reading;
classical music.
FAVORITE CHARITY: Sunflower Mission; Mona
Foundation
TEXAS I NSTRUMENTS
WOMEN WORTH WATCHI NG 2006
y first mentor in the business world broke the
glass ceiling in the early 1970s to become the first
female executive at New York Telephone. She was a
team player, a great listener, and a person of action
with remarkable communication and management
skills. These characteristics have shaped my leadership
style and guided me in balancing work, family, and
community involvement.
My parents were my earliest cheerleaders, instilling
in me the importance of education and the belief that
I could do anything. I pursued a liberal arts education
in college with an emphasis on communications. This
path broadened my view of the world and prepared
me for a more abundant life.
Key to my business philosophy is developing
people to grow the skills they need to advance the
business and their own careers. As leader of a busi-
ness unit competing in an evolving industry, my role
is to transform my organization by preparing our
team to excel in a new and demanding environment.
I stress personal accountability, teamwork, and
innovation, and foster an environment where every-
one feels included and motivated to contribute. That
vision extends across an organization of over 7,000
people who handle over four million transactions a day.
Early in my career, I realized you could have it all,
just not all at the same time. So I had to be ferocious
in setting priorities. I focused on my dual commit-
ments of family and growing job responsibilities. As
my family matured, I was able to broaden my reach and
became a mentor in the Women’s Association of Verizon
Employees and the Big Brothers/Big Sisters of New York
City. As a member of the education committee of the
Brooklyn Academy of Music, I’ve helped develop
cooperative programs to help enrich the lives of children
in challenged communities.
Throughout my life, I’ve been fortunate to have terrific
role models and mentors. With that great privilege comes
the great responsibility to share what I’ve learned to
enhance the lives of others. Helping young people realize
their potential through mentoring is an extremely rewarding
experience.
I offer the following insights as a guide to success:
Maintain a high energy level in all that you do; pursue a
job, along with community service, that puts a smile on
your face; and remember that the most worthwhile
endeavors are not achieved individually, but by working
cooperatively as part of a team.
Katherine Linder
M
COMPANY: Verizon
HEADQUARTERS: New York, NY
WEBSITE: www.verizon.com
BUSINESS/RANKING: Telecommunications; Verizon
LiveSource & Public is the nation’s premiere provider
of public pay phone services, retail directory assis-
tance, and operator services.
2004 LS & P REVENUE: $1 billion
EMPLOYEES: 7,400
CUSTOMERS: >280,000 payphones; >42.5 million
Verizon subscribers + Cingular, Alltel, others
SUPPLIERS: Volt Delta; TellMe Networks
PDJ
TITLE: President – Verizon LiveSource & Public
EDUCATION: Randolph-Macon Woman’s College
FIRST JOB: Shareowner correspondent for AT&T
READING: Blue Ocean Strategy (Kim & Mauborgne)
PHILOSOPHY: “Leadership and learning are indispensable
to each other.” – JFK
FAMILY: Husband; adult children
INTERESTS: Mentoring; theater; travel; gardening
FAVORITE CHARITY: Big Brothers/Big Sisters
VERI ZON
Profiles in Diversity Journal November/December 2005 91
92 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
or women who aspire to a career in management, my
advice is to never stop learning. As soon as you stop
learning, you do a disservice to your employees, who
expect you to stay on top of your game. The world is
changing too fast for people to sit back and say they
know everything.
A former supervisor offered some great advice
that I would advocate for women in management.
You’ll always do the right thing if you prioritize your
approach to work using the following criteria: 1) put
the business first, which means the customer comes
first; 2) put your employees next; and 3) put your-
self last.
I define my leadership style as being open and
positive. I like to establish relationships and build a
community among people who share a passion for
their work. I strive to approach relationships—with
customers and with employees—with humanity and
high integrity.
Whether or not they realize it, women in manage-
ment serve as role models for other women. When I
first became a manager at HP, I was surprised by the
number of women who saw me as a role model. I
thought “How can I be your role model when I don’t
understand your needs?” Because I grew up with four
brothers, I am used to a male environment and didn’t
recognize the challenges a male-dominated industry
posed for many women. Even though I’m female, I
had to educate myself on women’s issues and learn
how personal and professional growth can impact a
woman’s ability to succeed. Developing an under-
standing and awareness of women’s issues also made
me more sensitive to all types of diversity and helped
me to appreciate the contributions from many types of
people.
Fortunately for women these days, more businesses are
joining companies like HP in supporting career advance-
ment while providing the flexibility to help us balance the
demands of our personal and professional lives.
As a woman in management, I’ve learned that life
throws us tough challenges. The mark of a great leader
is how you face adversity. Setting aside your personal
feelings to first do what’s right for the business and the
customer, then what’s right for your employees, and lastly,
what’s right for you—that’s the true test of leadership.
Cathy Lyons
F
COMPANY: Hewlett-Packard
HEADQUARTERS: Palo Alto, CA
WEBSITE: www.hp.com
BUSINESS/RANKING: #1 consumer IT company;
#2 enterprise IT company
2004 REVENUE: $79.9 billion
EMPLOYEES: 151,000 employees in 178 countries
CUSTOMERS: Consumers; small & medium businesses;
enterprise & public sector; health & education markets
SUPPLIERS: Global supplier network PDJ
TITLE: Executive Vice President & Chief Marketing
Officer
EDUCATION: BS (business administration and market-
ing): University of Colorado
FIRST JOB: Lifeguard. I started competitive swimming
at an early age; lifeguarding seemed like a logical job at
that time.
READING: Two Old Women (Wallis). This is a story
about two old women left behind by an Alaskan tribe
whose people were starving – it tells how these women
overcome numerous challenges to survive.
PHILOSOPHY: Pretty upbeat – Life becomes what you
want to make of it.
FAMILY: Husband; two sons (15 and 11).
INTERESTS: One of my favorite things to do is walking
and hiking in the mountains, woods and foothills – it’s
something I can do by myself or with friends and family.
FAVORITE CHARITY: Idaho Food Bank; Idaho Youth
Ranch
HEWLETT- PACKARD
94 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
rowing up in a single-parent family with two older
sisters provided me rare challenges and experiences.
My sisters and I had chores that encompassed interior
and exterior home repairs and general up-keep. The
responsibility of these chores taught me the value of
a strong work ethic, the importance of having self
confidence, and the power of being independent.
I have always believed in the power to create
positive change. Some people choose to spend their
time focusing on their mistakes or how they got where
they are. I believe it is much more productive to under-
stand where you've been, then move on to focusing
your efforts on how to create a positive future.
More than 25 years ago, I chose to work for a
company offering both opportunities and long-term
job satisfaction. I was committed to contributing my
best and constantly striving to make a difference. It is
critical to know yourself—to understand your strengths
and opportunities, so you know where to focus your
development. While I worked on becoming successful
in current positions, I would prepare for the next job
by expanding my knowledge about the job and
skill requirements. My ultimate goal was to become
the first female African-American zone manager.
I shared my vision and goals with others who could
impart their knowledge to help me achieve this goal.
I assessed my strengths and opportunities, and
encouraged others to provide open and honest
feedback.
Five years ago I achieved my goal, but it did not
come without sacrifice, challenge, and dedication.
Each increasingly responsible position has built my
confidence, expanded my knowledge, and developed
skills that have contributed to my success. My family
and I have relocated seven times, accepting new
challenges and opportunities and proving it is possible
to have a family and a career.
I know I have not achieved success without the
encouragement and support of family, friends, and
co-workers—success is never achieved alone. Having
knowledge of the business has given me the courage and
confidence to go places no one like me has ever been.
My satisfaction is knowing I have not compromised my
values to achieve this.
My advice to women seeking to advance their careers
is to have a plan of action. Stay committed to the plan,
but more important, execute the plan. Reflect on your
failures, but revel in your successes to build confidence.
Take control of your career, and don’t wait to be tapped
on the shoulder. Moving out of your comfort zone is
when you will experience exponential growth. Lead by
example and reach out to others, sharing your knowl-
edge, experiences, mistakes and successes. Careers don’t
just happen, and you must be committed to “stay the
course.” Let’s continue to support each other because
there is plenty of room at the top.
G
COMPANY: DaimlerChrysler Services North America
HEADQUARTERS: Farmington Hills, MI
WEBSITE: www.daimlerchryslerservices.com/na
BUSINESS/RANKING: DaimlerChrysler Services NA
(an arm of DaimlerChrysler Services AG, Berlin), provides
brand-specific financing for automotive and commercial
vehicle dealer inventories and their retail consumers;
3rd largest captive financial services provider
2004 REVENUE: Global portfolio of $139 billion
EMPLOYEES: >11,000 people in 40 countries
PDJ
TITLE: Vice President, Human Resources &
Administrative Services
EDUCATION: BA (business marketing): University of
Texas
FIRST JOB: Dallas Handbags – responsible for sewing
the interior lining in handbags
READING: You’re the Greatest: How Validated
Employees Can Impact Your Bottom Line (Maguire)
PHILOSOPHY: Don’t limit your mentors to people who
walk, talk, and look like you.
FAMILY: Husband; daughter and son
INTERESTS: Jogging; cooking
FAVORITE CHARITY: Educating consumers about their
finances and how to maintain good credit health (i.e.,
Money Smart Week in Detroit and Chicago)
Janet Marzett
DAIMLERCHRYSLER SERVI CES
WOMEN WORTH WATCHI NG 2006
have been passionate about pharmaceuticals since a
very young age, as my father owned a community
pharmacy and taught me how medications can have
profound effects on individual lives. I learned the
importance of taking care of people and doing your
best at everything you do. I intended to follow in my
father’s footsteps, but took advantage of an internship
opportunity at Merck during my combined pharmacy/
MBA program.
I was enthralled with what I saw happening at
Merck—employees were absolutely committed to
Merck’s mission of “medicine is for the people” and
to developing breakthrough therapies that could
impact millions of lives. I joined Merck because it
gave me the best opportunity to help the most peo-
ple. I’ve never focused on moving ahead here, but
rather on doing my best in every job and striving to
help achieve Merck’s mission.
I’ve been open to taking on new opportunities,
and after a fairly traditional early career in sales and
marketing, have taken roles in various Merck business
areas: managed care; pharmacy benefit management;
global marketing; the U.S. hospital and specialty busi-
ness; and now the global vaccine business. I look
forward to leveraging all of my prior experience to
successfully bring to market several important vaccines
in the next few years, and to assure they have the
positive impact on people’s lives they are capable of
delivering.
My approach to leading an organization to success
is to have a diverse team of talented, committed
individuals who bring different perspectives to the table,
and to coach them to help each individual and the
organization perform to their fullest potential. I set a high
standard for myself and others, and always strive to do
the right things in the right way.
I also try to be a role model on balance and flexibility.
I’ve always believed that if you set the right priorities and
always deliver, you earn the flexibility you need to
achieve balance. In terms of my own balancing act,
I try to follow the approach taught by Stephen Covey:
“Define the important roles you play in life and establish
goals and priorities for each one. Then … have the
discipline and courage to stick to these priorities.” I intend
to succeed in every role I play by working hard and
focusing on helping people.
Margaret G. McGlynn
I
COMPANY: Merck & Co., Inc.
HEADQUARTERS: Whitehouse Station, NJ
WEBSITE: www.merck.com
BUSINESS/RANKING: Pharmaceutical products and
services: #3 – Fortune 500; #6 – Fortune Global 500
2004 REVENUE: $22.9 billion
EMPLOYEES: 62,600 worldwide
CUSTOMERS: 13,000
SUPPLIERS: 6,196 (U.S.); 10,876 (global)
PDJ
TITLE: President – Merck Vaccines
EDUCATION: BS (pharmacy), MBA (marketing):
State University of New York at Buffalo
FIRST JOB: Clerk in father’s pharmacy (Hempling’s
Pharmacy)
READING: The World is Flat (Friedman)
PHILOSOPHY: Always do your best at everything you
do, and use the gifts you were given to add value to socie-
ty.
FAMILY: Married; two children
INTERESTS: Reading; photography; tennis; sailing; skiing
MERCK
Profiles in Diversity Journal November/December 2005 95
96 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
resh from college, I started as a junior engineer at
Atlantic City Electric Company, a 100-year-old utility in
a highly regulated industry. Little did I know then, that
this was the quiet before the storm—utility deregulation,
industry restructuring, and a series of mergers and
acquisitions were all just over the horizon for me, my
company, and the industry at large.
Reflecting back, I was fortunate to be in the midst
of these changes and to be able to take advantage of
the underlying opportunities they offered. I believe
three key factors—along with a bit of luck—helped
me meet these challenges and achieve a personally
fulfilling career:
• Individual beliefs and values
• Good networks and mentors
• Willingness to embrace risks and challenges
INDIVIDUAL BELIEFS AND VALUES. Being grounded
in your values and beliefs is a source of strength and
personal definition. Early on, my parents taught me to
be focused and committed to what I do (always give
it 100% and more!). After all, success starts with your
own self-assessment, self-satisfaction, and sense of
achievement. I have always been fully committed
to doing my best at the job at hand. If you enjoy
what you do and you believe it is worthwhile, the
commitment and dedication to the task become almost
second nature.
ESTABLISH NETWORKS AND WELCOME MENTORS.
Build a network early on, and continue to grow and
nurture these personal relationships. These contacts
are invaluable. Carefully listen to and observe people in
your company to learn from their successes and failures.
Also, be sure to include leaders with great attitudes in
your network. Seek their advice, work hard to win their
confidence, and encourage them to take risks on you such
as giving you a shot at a challenging new role. This is how
I made my first step into management!
EMBRACE RISKS AND CHALLENGES. You make no
progress if you are afraid to take risks. Embrace change—
constantly look for ways to improve while ignoring tem-
porary hurdles and setbacks. Stay focused. Take charge:
do not be bashful or afraid to make mistakes. Mistakes are
another source of learning! Look at the positive side and
try to move on—look back to learn from your mistakes,
but not to regret any decisions. After all, every step is part
of the journey.
Tsion M. Messick
F
COMPANY: Pepco Holdings, Inc.
HEADQUARTERS: Washington, DC
WEBSITE: www.pepcoholdings.com
BUSINESS/RANKING: Electric utility holding company
2004 REVENUE: $7 billion
EMPLOYEES: 5,000
CUSTOMERS: 1.8 million
PDJ
TITLE: Vice President, Transmission
EDUCATION: BS (electrical engineering); MS (power
engineering); Executive Program: University of Michigan
Business School
FIRST JOB: Junior engineer, Atlantic City Electric
READING: Benjamin Franklin (Isaacson)
PHILOSOPHY: Have a purpose in life.
FAMILY: Husband
INTERESTS: Exploring the world; painting
FAVORITE CHARITY: Catholic Charities; Sunday
Breakfast Mission
PEPCO
starwoodhotels.com
We recognize and appreciate the
diversity of people, ideas and cultures.
Through diverse viewpoints, we deliver
unprecedented business results.
Starwood
Hotels & Resorts
salutes this year’s
Women
Worth
Watching
C
98 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
rowing up the youngest of four children, I was raised
by two loving parents who set high expectations and
standards. We were challenged to attain high levels
of academic achievement, to volunteer our time to
worthy community causes and projects, and to be
spiritually centered. Strong family values, integrity,
fairness, and respect for all kinds of people and
diverse perspectives were instilled in us. We were
taught that the only limitations we had were the
ones we imposed on ourselves.
This strong foundation has served me very well
in my career and life in general. A love of constant
learning—whether it is formal or informal, through
preparation and broad experience with all kinds of
people and situations—has afforded me the confi-
dence and comfort to navigate otherwise devastating
professional and social situations.
I believe that the most talented and accomplished
people are those who have not only mastered their
craft, but have enhanced the practice of their craft
and their profession by creating something new,
different, and valuable that others emulate. I also
believe that the most accomplished people are
endlessly curious about all kinds of things; that they are
never “satisfied” with their performance; that they are self-
energizing; and that they share their abilities, knowledge,
and experiences generously with others.
Successful people invariably view failure as a learning
experience—not as a position in life. The greatest fear
is not in failure but in not trying at all. I believe that it
is important to seek new challenges that stretch your
intellect, skills, and comfort zone. Sometimes that means
stepping out of a clear path for one less certain, more
risky, and yet with greater promise. Being able to recognize
hidden opportunity is a great asset.
Finally, I believe in being surrounded by colleagues
and friends who motivate and challenge, who are honest
with you about your shortcomings, and with whom you
can freely “test” your ideas and dreams.
Pamela T. Miller
G
COMPANY: Medco Health Solutions
HEADQUARTERS: Franklin Lakes, NJ
WEBSITE: www.medco.com
BUSINESS/RANKING: Pharmacy benefit manager;
S&P 500; #48 – Fortune 500
2004 REVENUE: >$35 billion
EMPLOYEES: ~13,000 nationwide (~2,000 pharmacists)
CUSTOMERS: BlueCross/BlueShield plans; managed
care organizations; insurance carriers; third-party benefit
administrators; employers; government agencies
SUPPLIERS: Develop & utilize small and socially/
economically disadvantaged contractors
PDJ
TITLE: Vice President, Market Strategy & Development
EDUCATION: BS (natural science): Saint Peter’s College;
MPA (health policy, planning and administration):
New York University
FIRST JOB: Retail sales person, junior department store
READING: The Purpose-Driven Life (Warren)
PHILOSOPHY: As Mary McLeod Bethune said,
“Lift as you climb. ”
FAMILY: Married; two children (18 and 10)
INTERESTS: Family; travel; community projects; reading;
swimming; antiques and art
MEDCO
WOMEN WORTH WATCHI NG 2006
believe that to truly be successful at anything in
life—personal or business, as a man or a woman—
you must be true to what you believe in and what
you stand for spiritually, morally, and ethically. Know
yourself: who you are and who you are not; know
what you are good at and what you need to get better
at. People will respect you for both. Knowing who
you are will allow you to build great teams and
alliances that complement your strengths and
weaknesses.
I have learned things along the way that I would
offer as advice to women who aspire to be future
corporate leaders:
• Be passionate. Love what you do or find something
you love doing.
• You don’t have to act like a man or sound like a
man to succeed—that’s a myth. Be comfortable
with who you are, and focus on the strengths that
come from being a woman.
• Actively seek out mentors both within and external
to your organization.
• Network in and out of your industry. Also be willing
to build networks across cultural and racial lines—
there is more power in unity and more diversity of
thought and learning.
• Develop the ability to communicate clearly and
directly what you want in terms of your career
goals, and set reasonable timelines for achieving
those goals.
• Not all organizations are great places for women to
work or advance, so be willing to show your boss
and the organization what they can do to help you
be successful. Acting like they know does not always
mean they really do.
• Clearly communicate your desire and openness for
feedback from the person you report to and your
colleagues; actively seek it out on a periodic basis. Be
willing to provide feedback to others as appropriate.
• Learn to delegate. We often feel as women we have to
do it all. We don’t. That’s what teams are all about—
learn to build them and guide them.
• Learn to laugh and have fun. Don’t take yourself and
your environment so seriously that you can’t laugh and
have fun.
Ana Mollinedo Mims
I
COMPANY: Starwood Hotels & Resorts Worldwide, Inc.
HEADQUARTERS: White Plains, NY
WEBSITE: www.starwoodhotels.com
BUSINESS/RANKING: Leading hotel and leisure company
EMPLOYEES: 120,000 (at 750 properties in
>80 countries)
PDJ
TITLE: Vice President, Diversity, Internal
Communications & Community Affairs
EDUCATION: MBA: Nova Southeastern University
FIRST JOB: Cashier at K-Mart
READING: Beyond Jabez (Wilkinson); Come Thirsty
(Lucado); What to Expect When You’re Expecting
(Eisenberg et al.)
PHILOSOPHY: To be a good steward of the gifts and
talents God has given me; a good steward of the
opportunities my parents sacrificed for me to have, and
to give back by teaching others to reach their potential.
FAMILY: Husband; a baby on the way; and our Shih-Tzu dog
INTERESTS: Running; hiking; writing; traveling; riding
our Harley
STARWOOD HOTELS
Profiles in Diversity Journal November/December 2005 99
100 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
ometimes you have no idea what is out there until
you see it with your own eyes.
I grew up in New York City, the daughter of two
proud and traditional Latinos. My parents ingrained in
me the basic belief that getting a good education was
the key to a better life. I worked hard in school
because I wanted to go to college. As college
approached, I applied only to city schools because the
thought of going to a private school was just too
foreign to me.
But my high school mentor had other ideas, and
told me to apply to Barnard College. I remember
going to campus for an interview and being
absolutely overwhelmed by what I saw. It was a
new world—a world so different from my own but
somehow one that I wanted to be a part of, and I
was fortunate enough to be given a full scholarship.
The decision to go was easy.
Barnard did more than just give me an incredible
education; it also exposed me to people from back-
grounds very different from my own. Another view
of the world opened up. I believe that the biggest
negative of growing up as a minority is the impact
it can have on your self-esteem. You begin to think
that the people who discriminate against you may
just be right, maybe you really can’t compete out-
side your own circle. But being able to learn along-
side these amazing, sophisticated women showed
me just how big the world really is and how much
was available to me if I wanted it. My own strength
and courage to go for what I wanted grew, and I was
no longer satisfied settling for what was handed to me. If
I hadn’t seen what was out there for me with my own
eyes, my dreams might have been more limited.
Sometimes you have no idea what is out there for
you unless you see it with your own eyes. So look for
what you want to see. Remain open to the world you
have yet to discover. Believe that you belong anywhere
you want to be, no matter where you once were.
Sylvia M. Montero
S
COMPANY: Pfizer Inc.
HEADQUARTERS: New York, NY
WEBSITE: www.pfizer.com
BUSINESS/RANKING: Pharmaceuticals, healthcare (#1)
2004 REVENUE: $52.2 billion
EMPLOYEES: 15,000 colleagues worldwide
CUSTOMERS: in >150 countries
PDJ
TITLE: Senior Vice President, Human Resources
EDUCATION: Bachelor’s: Barnard College; Master’s:
Queen’s College–CUNY
FIRST JOB: Teacher, New York City Public School
System
READING: The Five Equations That Changed The World
(Guillen); Wisdom of Crowds (Surowiecki); Harry Potter
and the Half-Blood Prince (Rowling)
PHILOSOPHY: An excellent education is the best legacy
we can leave our children.
FAMILY: Son; daughter-in-law; two perfect grandchil-
dren; parents; siblings; partner
INTERESTS: Family; wilderness treks; reading
FAVORITE CHARITY: The Cruz & Eligia Montero
Scholarship Fund/Barnard (in honor of parents)
PFI ZER
At UTC, we pay all costs – tuition, academic fees and books – and provide paid time away from work for any employee who
pursues an education at an accredited college or university. Any degree. No limits. Recipients of a bachelor’s, master’s or
doctorate in the U.S. also receive $10,000 worth of UTC stock. To date, over 16,000 degrees have been awarded and 13,500
employees are currently enrolled worldwide. What’s in it for us? Lots – including smarter, more productive employees better
prepared to take on new challenges. Smart investment. Great dividends.
A note of appreciation to UTC Chairman and CEO George David from Richard Baumann, one of over 16,000 graduates of the Employee Scholar Program.
To learn more about it and to view additional letters, please visit www.utc.com/careers/esp
Why have we invested $500 million on employees’ college degrees?
this is momentum
CARRIER HAMILTON SUNDSTRAND OTIS PRATT & WHITNEY SIKORSKY UTC FIRE & SECURITY UTC POWER
NYSE: UTX www.utc.com
102 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
had an exceptional mentor early in my career. This
was in the late 1970s, a different era in the accounting
profession. Back then, developing talent was not a
high priority. It was largely up to the individual to fig-
ure out what to do to advance his or her career. I was
very lucky to have had access to a partner who took
an interest in developing me.
I was one of the first women professionals to
work in our Miami office. The practice had no history
of developing women—much less Hispanic women—
so I was an unknown quantity. Fortunately, my mentor
saw a lot of potential in me and provided the training
and guidance I needed to become a good auditor.
He helped me understand how to manage relation-
ships with clients and associates; saw to it that I got
assignments that offered breadth and visibility;
and helped prepare me for partner candidacy. His
guidance and encouragement helped give me the
confidence to stretch and take on new challenges.
Most importantly, he taught me to believe in
myself. Through his and others’ examples, I’ve
learned a lot about being an effective coach and
mentor. I consider it a privilege to guide talented
people who go on to grow our business, lead teams,
and in turn mentor others. I take particular pride in
having successfully mentored and coached some
colleagues whose potential was not initially recognized
by others. We have so many bright, talented, and
ambitious people at Deloitte. We strongly promote
mentoring as a way for experienced colleagues to
share their knowledge to help others be successful.
It’s deeply satisfying for me to see the positive impact
mentoring has on people—both in their performance for
our organization and how they feel about themselves and
their abilities.
People like to work in an environment where they
have strong relationships and feel connected and valued.
I believe mentoring and coaching are integral to creating
that type of environment. I’ve stayed at Deloitte for 30
years largely because of the bonds I’ve developed here.
Maritza Gomez Montiel
I
COMPANY: Deloitte & Touche USA, LLP
HEADQUARTERS: New York, NY
WEBSITE: www.Deloitte.com/us
BUSINESS/RANKING: Audit, tax, consulting &
financial advisory services
2005 FY REVENUE: $6.87 billion
EMPLOYEES: 30,000
PDJ
TITLE: Regional Managing Partner, Southeast
EDUCATION: BBA (accounting): University of Miami
FIRST JOB: Selling Christmas trees at the age of nine
READING: The Five Dysfunctions of a Team (Lencioni);
The World is Flat (Friedman)
PHILOSOPHY: You can get what you want if you help
others get what they want. Also: Never give up on your
dreams!
FAMILY: Husband; daughter
INTERESTS: Golf; motorcycling
FAVORITE CHARITY: Goodwill Industries
DELOI TTE & TOUCHE
WOMEN WORTH WATCHI NG 2006
grew up as one of seven children raised by a single
mother after our father died. Educated in a public
school environment, I was selected with several other
students to be placed on an accelerated academic
track. The quest for academic excellence in my early
development was the first of many opportunities I had
to “reach for the stars,” and it instilled within me a
passion to succeed. Later in life, my focus was to
excel in whatever professional roles I obtained
with an eye toward achieving the ultimate (higher)
position I could attain with each employer.
My first position as an Assistant U.S. Attorney
honed my litigation skills to proficiency. Although
I enjoyed this role, I pursued other legal positions
to broaden my experience, to enhance my ability to
evaluate legal matters, and to use those analytical
skills to resolve wide-ranging business issues. In
working for a governmental agency, a national law
firm, and three corporations in different industries,
I experienced a very diverse set of business situations
and complex legal issues. Most importantly, I learned
how to successfully resolve various business crises in
an innovative and organized manner.
The best advice I can offer aspiring professionals
is to first focus on your personal growth: seek oppor-
tunities to hone your skills in your area of expertise
and cultivate your leadership abilities; develop your
aptitude for the business environment in which you
are working; and volunteer to take on challenges out-
side your comfort zone to expand your knowledge
and skills. As you conquer new frontiers or responsi-
bilities, you will broaden your expertise and strengthen
your business acumen in areas that you may never have
imagined.
Secondly, to help enhance your professional develop-
ment, seek a mentor (within or outside your company)
whom you admire as a role model and trust to give you
honest, constructive suggestions in business matters.
Third, adopt a “value-add” philosophy in all aspects of
your job responsibilities. Ask whether you are adding
value with each project you undertake, and demonstrate
leadership by motivating those on your team to contribute
in some unique way to achieving the overall objective.
At the end of the day, you must hold yourself
accountable to achieve the company’s objectives in an
efficient, comprehensive, and effective manner. Set high
standards for yourself and meet them!
Phyllis GoldenMorey
I
COMPANY: Lear Corporation
HEADQUARTERS: Southfield, MI
WEBSITE: www.lear.com
BUSINESS/RANKING: Integrated automotive interiors;
#127 – Fortune 500
2004 REVENUE: $17 billion
EMPLOYEES: 110,000
CUSTOMERS: Automakers worldwide
SUPPLI ERS: >2,000 globally
PDJ
TITLE: Vice President & Chief Litigation Counsel
EDUCATION: Bachelor’s degree: Memphis State
University; JD: University of Tennessee, College of Law
FIRST JOB: Assistant U.S. Attorney – prosecuted bank
robberies, forgeries, and environmental crimes
READING: The Purpose-Driven Life (Warren)
PHILOSOPHY: Enjoy each day to its fullest; and strive to
do your best at work, at home, and at play.
FAMILY: Husband; three daughters (29, 15 and 12)
INTERESTS: Rollerblading; skiing; leisure time with
family and friends
FAVORITE CHARITY: Programs that help girls/women
in crises
LEAR
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WOMEN WORTH WATCHI NG 2006
he two people who had the earliest and largest
influence on me were my parents, who were also my
biggest role models. My father is a licensed public
accountant who worked long and hard when my
siblings and I were growing up. My mother, who is
an absolutely amazing woman, left her ten-year career
to raise five children. If nothing else, my parents
taught me how to lead and work hard. They’ve been
a tremendous influence on me during my more than
twenty-year career.
After college, I was fortunate to be able to enroll
in one of MetLife’s career development programs—an
outstanding opportunity for me to learn and grow
professionally. I was able to rotate through various
areas within MetLife’s national accounts and group
insurance businesses.
On top of this, I’ve had great mentors. I was
fortunate to be able to benefit and learn from their
broad business knowledge. Today, I want to be able
to do for others what was done for me, so mentoring
others is something that I really take to heart. I truly
believe that we learn from everyone, but what you
need to do is look for the thought leaders in an
organization. Also, identify people who really know
their business; share what you know; and never
underestimate the value of networking.
And while mentors are great, everyone needs to
be an active manager of his or her own career.
Sometimes, people will tap you on the shoulder with
that next, great offer; but sometimes you need to be
proactive and get out of your comfort zone. That may
not necessarily mean finding a new job—just taking on
some new responsibilities.
Finally, to be successful, I’ve found that you need
people with diverse perspectives. There have been a
number of businesses that I inherited at MetLife where we
really needed to take a step back and think through a
problem or challenge. It’s important to have talented
people around you that you can pull together to take a
fresh look at the business. You need to find out what’s
going well, and what things need to change; then
prioritize tasks to move the business forward. After all,
the lessons you learn today just may help you tackle the
challenges of tomorrow.
Maria R. Morris
T
COMPANY: MetLife
HEADQUARTERS: New York, NY
WEBSITE: www.metlife.com
BUSINESS/RANKING: Insurance; #37– Fortune 500;
#1 U.S. life insurer
2004 REVENUE: $39.2 billion
EMPLOYEES: 57,813
PDJ
TITLE: Senior Vice President, Institutional Business
EDUCATION: BA (psychology; business – magna cum
laude): Franklin and Marshall College
READING: The Five Dysfunctions of a Team:
A Leadership Fable (Lencioni)
PHILOSOPHY: Live every day fully.
FAMILY: Husband
INTERESTS: Gardening; singing
FAVORITE CHARITY: All Stars Project
METLI FE
The more varied your inspiration,
the better your results.
THE PERFECT MIX. At MetLife, workforce diversity is not a new idea.
In fact, it has been part of our culture for all of our 137 years.
MetLife is dedicated to providing every associate with career advancement
opportunities, by offering a variety of programs designed to help them
reach their career goals.
We proudly offer a comprehensive set of benefits for all individuals and
families. Our wide range of innovative programs, policies and services are
designed specifically to address our associates’ particular needs and
provide them with the support, tools and expert advice to help them be
more effective at work and in life.
At MetLife, we believe that workforce diversity is good for business.
If you would like to find out more about a career at MetLife, call
1- 800 MetLife or visit metlife.com/careers
©2005 Metropolitan Life Insurance Company, New York, NY 10166 L0508E2Z6 (exp1207) MLIC-LD PEANUTS ©UFS, Inc.
106 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
always knew I wanted to work in healthcare—I loved
the idea of making a living in a field dedicated to
helping people—but I was also interested in science
and business. So after graduating from the University
of Minnesota, I was fortunate to land a job as a phar-
maceutical representative, combining my three inter-
ests—healthcare, science, and business. I knew next
to nothing about sales or the pharma industry,
however, so I did what most graduates do: I learned
on the job.
That experience set the stage for my career in
two important ways: first, I stayed in healthcare,
moving from sales to consulting to management; and
second, I’ve never begun a new job knowing exactly
how to do it! As a result, I’m constantly challenged
and always learning. The key for me has been to
listen—especially as a leader—and to work with
talented subject matter experts who can fill the gaps.
These experiences have shaped my philosophy
as a mentor and a leader. Take risks. Don’t be afraid
to step outside your comfort zone. And get to know
your strengths and weaknesses so you can fall back
on what you do best and ask for help where you
need it.
I’ve found that with each new level of job
responsibility, the more critical it is for me to maintain
a strong internal network and a network outside the
company as well. It is important to rely on people
who will give me the straight story—the good and the
bad—rather than what they think I want to hear.
Throughout my life, I’ve had many wonderful
mentors, but one in particular stands out. Early in my
career, a colleague and I began co-mentoring each other,
and we continued to talk after leaving the company. To
this day, I depend on my friend’s feedback and insights
on everything from business strategy to work-life balance.
I still struggle with that age-old dilemma prevalent
among so many professional women I know: how to
create and maintain balance in life. I’ve learned that if I
don’t manage my own time, it’s no longer mine. I’ve had
to fight my tendency to let the scale tip too far into work
and away from family. I’m a wife and a mother as well as
a CEO, and I depend on those first two roles to help me
keep my sanity, humility, and sense of humor!
Tiffany P. Olson
I
COMPANY: Roche Diagnostics Corporation
HEADQUARTERS: Indianapolis, IN
WEBSITE: www.roche-diagnostics.us
BUSINESS/RANKING: Medical diagnostics;
#1 diagnostics company in the U.S.
2004 REVENUE: $1.9 billion (U.S.)
EMPLOYEES: 3,500 U.S.
CUSTOMERS: Medical, research and academic
institutions; pharmacies; retail; people with diabetes
PDJ
TITLE: President & CEO – Roche Diagnostics
EDUCATION: BS (business): University of Minnesota;
Master’s: St. Thomas University
FIRST JOB: In junior high – I swept the floors and
washed towels for a hair salon; right after college –
a pharmaceuticals sales rep.
READING: Just finished Light on Snow (Shreve); but
also love just about anything by Janet Evanovich.
PHILOSOPHY: Step outside your comfort zone –
don’t be afraid to take risks.
FAMILY: Husband; daughter (10) and son (9)
INTERESTS: Family; skiing; travel; reading.
If I weren’t at work on Monday morning … I’d be travel-
ing somewhere with my family.
FAVORITE CHARITY: United Way; the Humane Society
ROCHE DI AGNOSTI CS
WOMEN WORTH WATCHI NG 2006
fter a long struggle with cancer, my father passed
away when I was 16. His passing changed my life. I
had hoped to go to medical school; instead I took a
job at a local Safeway store to support myself. From
this difficult personal experience I learned some
important lessons that guide me to this day.
I came to understand that everything happens for
a reason. You make the best with the hand you are
dealt. My father taught me the value of hard work
and commitment, two things that formed the founda-
tion of who I would become as a wife, mother, and
executive. Over time, I built on that foundation and
forged my own expanded set of guiding philoso-
phies—drawn from a mix of experience and common
sense picked up along the way.
For example, an extension of my father’s work
ethic is my eagerness to take on the unpopular or
tough tasks. During my early retail days, nobody
wanted to run the frozen food department in my
store. It was cold, physical work, but I volunteered to
take on the job in the dead of a frigid Iowa winter.
The experience showed my boss that I wouldn’t
shrink from tough assignments.
Five years ago, the company added labor relations
to my already long list of responsibilities. We needed
to restructure our labor contracts, a seemingly gargantuan
feat. Yet I embraced the challenge. It was an important
company initiative, and one of those rare opportunities
to test my skills at the highest level. I have some bruises
to show for it, but the progress we made was critical to
our future and to our ability to remain competitive in a
new, challenging retail environment.
Otherwise, I’ve always been a lifelong learner. I read
a lot. I have always looked for opportunities to build my
knowledge base by learning from different sources. I
surround myself with the best people who can teach me
as much as I can teach them.
Finally, in his own way, my dad instructed me to
exceed expectations at even the most mundane task. By
extension, I’ve learned to seize opportunities to create
better, smarter ways of doing things. Executives can
increase their upward mobility by being creative and
devising growth opportunities for their company. A great
executive not only gets the job done, but also uses their
skills as an innovator to go beyond the expectation. Some
people call it “raising the bar.” My father would call it
“stepping up to the plate and then knocking it out of the
ballpark.”
Larree M. Renda
A
COMPANY: Safeway Inc.
HEADQUARTERS: Pleasanton, CA
WEBSITE: www.Safeway.com
BUSINESS/RANKING: #3 food and drug retailer
2004 REVENUE: $35.8 billion
EMPLOYEES: 188,160
CUSTOMERS: People in Western, Southwestern,
Rocky Mountain, and Mid-Atlantic regions of the U.S.
& W. Canada.
SUPPLIERS: Extensive list includes many minority-
and women-owned businesses
PDJ
TITLE: Executive Vice President – Retail Operations,
Human Resources, Public Affairs, Labor & Government,
Reengineering & Communications
FIRST JOB: Bagger at Safeway
READING: The Leadership Moment: Nine True Stories
of Triumph and Disaster and Their Lessons for Us All
(Useem)
PHILOSOPHY: Everything happens for a reason.
Approach adversity with optimism and make the most of it.
FAMILY: Husband; three children (18, 17 and 14)
INTERESTS: Spending time with family; yoga; sports;
community involvement.
FAVORITE CHARITY: Safeway Foundation; Easter Seals;
Muscular Dystrophy Association; Prostate Cancer
SAFEWAY
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108 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
lways an avid recreational runner and marathoner,
I was on the treadmill recently, with fellow runners on
either side. We were training hard and goading each
other to go farther and faster when suddenly, they
both stopped and declared that they’d had enough. In
between strides and with a chiding smile, I asked how
far they’d gone and the response was 6.5 miles. I
challenged them to go farther. They replied that 6
miles was the target—and the furthest they’d ever
gone. “Get back on that machine and make it to 7,”
was my reply! They did, and we laughed, enjoying
the competitive camaraderie.
The treadmill is really just a metaphor for life.
Early on, I came to appreciate that it takes discipline,
mental strength, and support to focus and maintain
your energies on achieving the desired results.
Throughout my career, I’ve been the very
fortunate recipient of great coaching and mentoring
from colleagues and friends. I’ve been surrounded by
people on whom I could lean for sound and encour-
aging advice. These people—my personal network—
can be counted on to constantly challenge my capacities
in an honest and productive manner.
The educational choices I made early on facilitated
a career in finance. After graduating from Boston
College, I went into public accounting, earned my
CPA, and went on for my MBA. Then I moved into
management roles with diverse and increasing
responsibilities. Wise coaching and challenges from
my most trusted mentors helped me realize that being
flexible to opportunities which veered from my original
path, while sometimes scary, not only helps build skills,
but also allows you to discover interests and abilities you
might not have otherwise considered.
As my career has evolved, I’ve found that it’s even
more gratifying to be on the giving end of a mentoring
relationship. Guiding and inspiring others to set and
stretch goals and achieve them carry meaningful rewards.
My involvement serves as a catalyst and sounding board
along the way, but their true success comes from within.
Demonstrating strong leadership means working hard
to uncover the best solutions and most optimal paths for
pursuing those outcomes. Challenges and struggles are
a reality and also an opportunity. Our reactions will be
the differentiator that sets truly successful leaders apart
from the rest.
Karen S. Rohan
A
COMPANY: CIGNA Corporation
HEADQUARTERS: Philadelphia, PA
WEBSITE: www.cigna.com
BUSINESS/RANKING: Employee benefits services;
#122 – Fortune 500
2004 REVENUE: $18.1 million
EMPLOYEES: 27,000
CUSTOMERS/MEMBERSHIP: 9 million U.S. health
care plans; 15.4 million behavioral care, EAPs,
work/life; 10.7 million dental; 12.3 million group life,
accident and disability; + expatriates + international.
PDJ
TITLE: President, CIGNA Specialty Companies
EDUCATION: BS: Boston College; MBA: Boston
University; Certified Public Accountant
FIRST JOB: Ernst & Young, public accounting
READING: Execution: The Discipline of Getting Things
Done (Bossidy)
PHILOSOPHY: It’s your attitude that determines success
or failure.
FAMILY: Husband
INTERESTS: Running; reading; the beach; results-based
leadership
FAVORITE CHARITY: March of Dimes
CI GNA
Diversity...It’s About Business
IT’S ABOUT...
...creating opportunities for all people to work together, share ideas and achieve their goals
...reflecting our community in our workforce
...ensuring a favorable relationship between our company and the communities we serve
...furthering our commitment to meet the needs of our customers.
WE BELIEVE DIVERSITY IS STRATEGIC TO OUR BUSINESS PERFORMANCE.
Pepco Holdings, Inc. (PHI) is one of the largest energy-delivery companies in the Mid-Atlantic region. Through its
utility subsidiaries, PHI delivers regulated electricity and gas service to more than 1.8 million customers in Delaware,
the District of Columbia, Maryland, New Jersey and Virginia.
110 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
eople matter. No matter the mission, requirement,
operation, or project—when it comes to any group,
military unit, or corporate endeavor, each person
matters.
This belief is fundamental to the principles of
leadership, management and operation of the United
States military in general, and to the Navy in particu-
lar. We have a strong and abiding commitment to the
growth and development of the people in the Navy
who represent the broad diversity and rich fabric of
this great country.
The military is virtually the only organization that
must promote from within; we don’t hire our executive
leadership from outside the organization. We recruit
the very people who will eventually be our services’
managers and leaders. This fact creates a sense of
pride and ownership, and makes the deep and
dedicated development of individuals and teams
enormously central to all that we do.
We are focused on the human performance
and success of sailors and all service members. We
encourage lifelong learning and respect, and leverage
the fact that each individual learns and processes
information differently. Our aim is to make every
sailor the best he or she can be, and to prepare every
individual for the opportunity to succeed by instilling
a sense of self-motivation.
We do this with academic skills enhancement
courses, personal mentoring, standards testing,
performance evaluations, and formal training and
opportunities for education. We also realize and
appreciate how very important our families are to the
overall well-being of the group and organization.
Our sailors and their families matter, and that makes
us successful.
All organizations must have a similar belief in and
commitment to the potential of their people. We, as
executives and leaders, must have a sincere respect for
the physical, moral, emotional, intellectual, and mental
growth and development of our people. As executives
we must lead by example, inspire, motivate, and guide
our teams so that they succeed on their own. This invest-
ment in building human capacity pays off in increased
corporate capabilities.
By nature an optimist, I believe that there is an
opportunity in every circumstance; that individuals should
be treated with respect and dignity; that honor and
integrity are essential to a life of excellence; that living a
life of critical-self examination has enormous rewards
toward wisdom; that accountability and ethical conduct
are liberating; that delivering on a promise or commitment
is a part of character—and that people matter.
Ann E. Rondeau
P
COMPANY: United States Navy
HEADQUARTERS: Washington, DC
WEBSITE: www.navy.mil
EMPLOYEES: ~361,000 (+reserve & civilian)
PDJ
TITLE: Vice Admiral – Director, Navy Staff
EDUCATION: MA (political science): Georgetown
University; Honorary EdD (public service): Carthage
College; EdD (in process): Northern Illinois University
FIRST JOB: Ensign, United States Navy
READING: Professional reading – always! Over the
summer I re-read Faulkner, and Alain Locke’s works about
the Harlem Renaissance.
PHILOSOPHY: We have a purpose above ourselves.
INTERESTS: Reading (avidly); learning; sports; family;
contributing; music; friendships
U. S. NAVY
WOMEN WORTH WATCHI NG 2006
he best decision I made for my career was to leave
graduate school, where I was studying for a PhD in
mathematics for teaching at the college level. Soon
after making this decision, I first heard about the
actuarial profession, and immediately set out to get a
position. I passed all 10 exams required to become a
Fellow of the Society of Actuaries the first time, while
working, within four-and-a-half years (average was
about eight).
The professional knowledge and analytic tools I
acquired along the way have opened many doors for
me. I am hesitant to admit this, but almost all my job
changes have been opportunities presented to me by
recruiters, not self-directed plans, and I have relocated
several times for my career. The most important
characteristics of the companies I have worked for
have been integrity and meritocracy.
I have been able to use my analytic skills and
attention to detail to lead WellPoint’s integration
efforts. Our success at integrating acquisitions has
been due to creating a team structure that fits each
particular case, aligning incentives, having detailed
plans, making quick decisions, setting up monitoring
of results, and having the support of executive
management.
I have had many mentors along the way and have
learned from them what “to do” as well as what “not
to do.” Actuaries are often stereotyped as “geeks” with
no communication skills. But early in my career I
learned the importance of communication, and have
been valued as someone who “tells it like it is” and
discusses difficult topics that people try to avoid.
One of my hardest struggles was with a diagnosis
of breast cancer five years ago. I worked all through
chemotherapy and radiation treatments, and my job
became the place where I acted like everything in my life
was normal. I wore a wig and makeup to hide the fact
that I didn’t have hair or eyebrows, put a smiling face on,
and “became” the normal person I was dressed and
made-up to be. I now make myself available to help other
women who are going through this, and serve on the
board of a local cancer support center.
Recently, I have relied on some basic philosophical
principles. One is: “Any decision is better than no decision.”
Another is: “If you always do what you’ve always done,
you’ll always be what you’ve always been.”
Alice Rosenblatt
T
COMPANY: WellPoint, Inc.
HEADQUARTERS: Indianapolis, IN
WEBSITE: www.wellpoint.com
BUSINESS/RANKING: Health benefits; 1st
2004 REVENUE: $20.8 billion
EMPLOYEES: 37,000
PDJ
TITLE: Executive Vice President of Integration Planning &
Implementation, and Chief Actuary
EDUCATION: BS (math): City College of NY; MA (math):
City University of NY
FIRST JOB: Actuary in Mutual of New York’s rotational
training program
READING: I usually have two books going: one I read at
night – currently The Broker (Grisham); another I listen to
on CD while I drive – currently Animals in Translation
(Grandin and Johnson).
PHILOSOPHY: Work hard and communicate your expec-
tations clearly. Do not settle for mediocrity on your staff –
aim to recruit and retain the best and help them succeed.
FAMILY: Husband; two dogs (Dalmatian and golden
retriever); two birds (cockatoo and parrot)
INTERESTS: Reading; golf; fitness
FAVORITE CHARITY: WeSpark (a cancer support center)
WELLPOI NT
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WOMEN WORTH WATCHI NG 2006
here are three key pieces of advice that I think will
benefit every woman starting her career: she must
recognize her self-worth; work hard at everything she
embarks upon; and not underestimate the importance
of networking.
My parents instilled a great sense of self-worth in
my sister and me at a very young age. My father was
always surrounded by very strong women in his life,
and was adamant that his daughters never let them-
selves be treated as second-class citizens. As a result,
I always tried not to succumb to perceived career
limitations, and never allowed myself to be put down
or disrespected.
As I entered the working world, I approached
every project with enthusiasm and as an opportunity
to learn. I knew that I would have to work extra hard
to prove myself, consider no project beneath me, and
complete every project to the best of my ability.
Instead of competing directly with others, I concen-
trated on differentiating myself and my performance
by reading and learning everything I could about the
industries and fields my work touched. I always
looked beyond the immediate task at hand, keeping
the bigger picture in mind.
Throughout my career I made it a point to sur-
round myself with really smart people, both men and
women, recognizing that hard work alone is not
enough to become truly successful. I was fortunate
very early on to have several men and women who
took an interest in me and helped me understand
what it would take to achieve in a professional envi-
ronment. I went to a college for women, and there was a
very strong network of women helping open doors and
advance young women in their careers. That network was
very instrumental in my early career, and since that time I
have made it a point to help and guide younger women
with whom I come in contact. I learned along the way
that it is important not only to produce great work, but
also to recognize and cultivate young talent.
Last, I encourage every woman aspiring to the senior-
most levels in her profession to obtain a graduate degree.
At 40, while raising two young children, I went back to
school to pursue a graduate degree and fulfill my desire
to learn and better myself. This required an enormous
amount of work, sacrifice, and commitment, and is one of
my proudest accomplishments.
D’Arcy Foster Rudnay
T
COMPANY: Comcast Corporation
HEADQUARTERS: Philadelphia, PA
WEBSITE: www.comcast.com
BUSINESS/RANKING: Nation’s leading provider of
cable, entertainment and communications products
and services
2004 REVENUE: $20.3 billion
EMPLOYEES: 74,000
CUSTOMERS: 21.5 million – cable;
7.7 million – high-speed Internet; 1.2 million – phone
PDJ
TITLE: Vice President, Corporate Communications
EDUCATION: BA: Trinity College; MS: University of
Pennsylvania
FIRST JOB: Admission counselor at Trinity College
READING: No Clues Left Behind (beach book for the
summer)
PHILOSOPHY: Always treat people as I would want to
be treated.
FAMILY: Husband; two wonderful daughters
INTERESTS: My family; travel; reading; skiing; work
FAVORITE CHARITY: Steppingstone Foundation
COMCAST
114 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
t may sound trite, but I believe that, for the most
part, you can accomplish anything you set your mind
to. Fortunately, most businesses today are meritocra-
cies, so they’re constantly identifying the very best
people to lead the organization and deliver results.
But you can’t simply “be” good and expect success to
just happen.
First, you need to really know your business—
because if you don’t, there will always be people
around who do, and they’ll figure out pretty quickly if
you’re not up to speed. Then you need to invest in
yourself, taking every opportunity to grow, take on
new challenges, and leave your comfort zone.
Focusing on things you’re already good at is
tempting, but a mistake. If you’re not certain where
you need development, seek out and build mentoring
relationships to gain insights, new perspectives, and
guidance. Additionally, mentors in leadership posi-
tions can be powerful advocates for you.
A quality I always look for in others is the ability
to assess trends, to discern, to take prudent risks—to
be forward thinking and not just reactive. I get my
energy from being around very bright people. They
challenge me, keep me on my toes, and make it a joy
to go to work. So I think it’s hugely important to seek
out and surround yourself with the best people you
can to supplement your own areas of expertise.
It's then critical to check your ego at the door. All
team members, including leaders, need to be able to
ask questions to gain an understanding of the issues
and work together toward an optimal solution. Modeling
and encouraging intellectual curiosity aren’t always
easy, but will take you and your team much further
than appearing to have all the answers.
One danger is to see problems as a burden, rather
than as challenges offering a chance to demonstrate
what you can do. I think it’s critical that you have fun at
whatever you do and feel a passion for it. While some
days your enthusiasm for going to the office may be
lower than usual, if those days become the rule rather
than the exception, it might be time to look for something
new. To me, happiness is a component of success—
so if you’re miserable I don’t think you can call yourself
a success regardless of your achievements.
As I look back on my own career, I’m less certain
than ever that there is any magic path to success. No
matter how much you plan and strategize, your life and
career are very mutable, and the unexpected can—and
will—happen. The real key is to be out in front of
change, to see it coming, and embrace it. Control your
career and use unexpected opportunities for growth. But
remember: it’s important to grow not only professionally,
but also in how we give back to others and to the
community. For me, that’s as important a measure
of success as any other.
Susan E. Sheskey
I
COMPANY: Dell Inc.
HEADQUARTERS: Round Rock, TX
WEBSITE: www.dell.com
BUSINESS/RANKING: Diversified global technology
provider (#1)
2004 REVENUE: $49.2 billion
EMPLOYEES: 61,400
PDJ
TITLE: Vice President & Chief Information Officer
EDUCATION: BA: Miami University (Ohio)
FIRST JOB: Lifeguard at YWCA for $1 per hour; church
pianist and children’s choir director while in high school.
READING: The World Is Flat (Friedman)
PHILOSOPHY: Don’t be afraid to take tough
assignments. Be resilient – you learn more from your
less successful efforts. Invest in yourself.
FAMILY: Husband; son (college freshman)
INTERESTS: Golf; exercise; reading; music and playing
piano; spending time with family and friends
FAVORITE CHARITY: Capital Area Food Bank of Texas
DELL
WOMEN WORTH WATCHI NG 2006
eing different or standing out in a crowd can some-
times be a good thing. That’s been the lesson I’ve
learned in my career at Georgia Power.
When I began in Distribution, there were a limited
number of supervisory positions. Basically, you had to
“do your time.” It was frustrating until I realized I
needed to differentiate myself from everyone else to
be more marketable. At the time, I was only one of
two or three females in that entire organization, but I
didn’t want that to be the reason I stood out. So, I
deliberately pushed myself to gain other skills to
make myself more marketable.
While my peers accepted me for my own merits
and skills, management was much more protective. I
just wanted to be treated like everyone else, and hav-
ing supporters along the way certainly helped. It’s a
huge confidence boost when someone believes in
you. Once someone is willing to take a chance on
you, you have to seize the opportunity to demon-
strate what you can do.
For that reason, I believe it’s so important to have
a mentor. Don’t wait for someone to find you; seek
out someone, male or female, who has the values and
leadership style that you admire and respect. Having
guidance definitely helps. It would have been nice
early on to have someone say, “If you aspire to do
this, you need to get experience in these areas of the
business.” Maybe there are now women, looking at
me and others who blazed a trail before me, who are
encouraged that there is an opportunity for women in
this company to succeed.
You have to be willing to create your own path as
well. You can get into jobs and get comfortable, but tak-
ing a chance on something unfamiliar can challenge you.
You learn to do new things and can carry those experi-
ences on to other challenges. Every move I’ve made has
given me experience for my next position.
You also have to remember that getting what you
want is not easy. You have to make a choice about what’s
important to you. Decide what “having it all” means for
you, and realize you might not be able to do that.
Above all, love what you do. Have fun. If you do, you’ll
be driven by it and produce results. You’ve got to enjoy
what you do or it’s not going to be worth the sacrifices
you may have to make.
Leslie R. Sibert
B
COMPANY: Georgia Power
HEADQUARTERS: Atlanta, GA
WEBSITE: www.southernco.com/gapower
BUSINESS/RANKING: Electric utility; #9 of 136 U.S.
utilities
2004 REVENUE: $5.4 billion
EMPLOYEES: 8,800
CUSTOMERS: >2 million
SUPPLIERS: Spent $158 million (13.5%) with minority-
and female-owned companies in 2005 PDJ
TITLE: Vice President – Transmission
EDUCATION: Bachelor of Electrical Engineering: Georgia
Tech; Professional Management Development Program:
Harvard University.
FIRST JOB: Co-op student in Distribution at Georgia
Power
READING: Personal History (Graham)
PHILOSOPHY: Life is to be lived, so don't spend your
whole life planning it.
FAMILY: Husband; daughter (9); son (4)
INTERESTS: Interior decorating; traveling; scuba diving
FAVORITE CHARITY: YWCA
GEORGI A POWER
Profiles in Diversity Journal November/December 2005 115
116 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
omen need to remember the importance of
work/life balance.
There was a time—and it now seems long, long,
ago—when many people in corporate America
worked nine-to-five jobs. But somewhere along the
way, that pleasant scenario changed: the pace picked
up; competition intensified.
In my own career, I’ve observed these changes
from the oil patch to the technology sector. And yes,
I’ll admit it, I thrived on the adrenaline rush of the
“stress for success” mindset. Eating lunch from a
styrofoam container at my desk. Taking calls on the
way home. Feeding, bathing, and putting my two
children to bed, only to log back on and keep working
for as long as it took to get everything—or most
everything—ready for the next day.
Many women have shared the same story. It’s a
story that comes with a price.
The workaholic flourishes because we’ve created
a perfect environment for such individuals: fast food
... fast internet ... fast-track education. My question:
when we are done rushing, where will we be?
Think, for example, of the “V” word—vacation.
Mention that word and, suddenly, all of the most
important events in your career line up for your first
day off. Or, consider the “D” word—for dentist or
doctor. How many of us have had to reschedule those
necessary appointments five or six times, or do business
in the dentist’s chair? Know anyone who’s had to bring
a sick child to work and hide them under the desk?
When was the last time someone in your company
told you not to worry about going away on vacation or
taking time out for that much-needed appointment?
We as leaders need to be role models. If executives
like us start taking vacations—instead of postponing or
canceling them—it gives others the opportunity to assume
responsibilities we thought only we could handle. When
we get away from the office, we give others a chance to
prove themselves. And that creates a deeper bench, and a
natural succession plan—which are no small rewards.
We need to restore the work/life balance, but it’s going to
take all of us working in concert.
Tina M. Sivinski
W
COMPANY: EDS (Electronic Data Systems) Corporation
HEADQUARTERS: Plano, TX
WEBSITE: www.eds.com
BUSINESS/RANKING: Information technology
services; #2
2004 REVENUE: $20.7 billion
EMPLOYEES: 118,000
CUSTOMERS: 9,000
SUPPLIERS: 25,000
PDJ
TITLE: Executive Vice President, Human Resources
EDUCATION: BS (magna cum laude): Springfield College
(Massachusetts)
FIRST JOB: Placing temporary personnel in high
technology companies
READING: In Praise of Slowness (Honore); In My Own
Words (Mother Teresa); The Art of War (Tzu)
PHILOSOPHY: When you move on in life, people do not
need to remember your name – only that things got
better, even if they don’t really know how.
FAMILY: Two sons with a passion for life
INTERESTS: International cultures; medical research;
travel; community service
FAVORITE CHARITY: Susan G. Komen Breast Cancer
Foundation
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The USTA is proud to be an equal-opportunity employer that values diversity on and off the court. We believe when
people are given a chance, regardless of color or ethnicity, everybody wins. To learn more about our commitment to
diversity and career opportunities, visit USTA.com.
118 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
have been very fortunate throughout my career to
work for companies that have believed in the possibilities
of their employees. What these companies had in
common was that they created environments that
encouraged and supported professional and personal
development. You were allowed to try new things,
fail, learn, and succeed. Most importantly, though,
within each of these companies were a few select
people who believed in me, encouraged me, and
quite honestly, gave me a chance. I try to do the same.
In examining the behaviors of the leaders who
helped me, I use three concepts to guide how I lead,
and I always share these concepts as expectations of
people I work with:
INSPIRE PARTNERS (EMPLOYEES) TO EXCEED
their personal best. I always encourage each person
to compete only with themselves. If each day she tries
to be better than the day before, then she has been
successful.
DEVELOP FUTURE LEADERS. At the end of the
day, this is what it is all about—people. People
always come first. Be truthful, be genuine, and be
direct.
MAKE A DIFFERENCE IN EVERY PERSON’S DAY.
Every interaction is an opportunity regardless of its
seeming importance. You never know when a kind
word or encouragement will be a life long memory
for someone else. Make it a positive memory.
I believe that what truly makes a great leader is the
ability to be genuine in whatever you are doing. I am
fortunate in that I love what I do, so my values and my
behaviors are consistent whether I am at home or at
work. I often advise women to focus less on the next
position they want and more on loving the position they
currently have. Staying focused and truly engaged in what
you are doing will prepare you for the next position. As
long as I love what I do, and believe that I am making a
difference in a position that keeps the possibilities open,
then the title doesn’t really matter.
The most important advice I can give (but the most
challenging) is: keep focused on the relationships you
build. Have the courage to keep your family and friends
as priorities. As I reflect upon my life, really it is not the
numbers I remember, is the people, the relationships.
Launi D. Skinner
I
COMPANY: Starbucks Coffee
HEADQUARTERS: Seattle, WA
WEBSITE: www.starbucks.com
BUSINESS/RANKING: Retailer, roaster & brand of
specialty coffee; 3rd – Fortune’s “America’s Most
Admired Companies”
2004 REVENUE: $5.3 billion
EMPLOYEES: >90,000 serving at >10,000 retail locations
CUSTOMERS: ~34 million people in 36 countries each
week
SUPPLIERS: Dedicated supplier program that supports
diversity.
PDJ
TITLE: Senior Vice President – Store Development
EDUCATION: CGA; Diploma Business Administration
FIRST JOB: Retail clerk
READING: Beyond Success: The 15 Secrets of
Leadership…John Wooden’s Pyramid (Biro) – second
time reading
PHILOSOPHY: Be the best you can be.
FAMILY: Husband; daughter (3)
INTERESTS: Horses; cooking; traveling; golf
FAVORITE CHARITY: Any charity that promotes
STARBUCKS
WOMEN WORTH WATCHI NG 2006
t all begins with your core values. Without that
foundation, you’re bound to find yourself in trouble.
I learned this lesson from one of my first mentors,
who counseled me to truly define my core beliefs and
values. She said I’d need to because I was going to
“see things that would make my hair stand on end”—
so I would need to know when to stand firm. And,
when to walk away.
Today, as my career moves forward and I find myself
in the role of mentor, I share these secrets to success:
1. PERFORMANCE COUNTS. If you don’t deliver
results, the rest of the lessons don’t matter. Obviously,
early in your career, individual performance is critical.
As you progress to positions of greater authority, you
still have to deliver, but you need to figure out how
to do it through others.
2. RELATIONSHIPS AND RESPECT COUNT. They
take time to establish, but the effort you expend
will pay off. Clearly, your boss and your employees
are important relationships. But don’t forget your
colleagues and your peers. Their trust and respect is
very difficult to rebuild if you lose it. Conversely,
these people will be your sounding board, will help
you navigate company politics, and might be your
boss (or employee) someday. Also, remember to get
to know the administrative assistants: they know
what’s really happening in the company and can help
(or not) facilitate interaction with their bosses.
3. This lesson is specific to women: THE FILTER USED
TO JUDGE YOU IS NARROWER than the one used to
judge your male colleagues. You need to speak up, but
not talk too much. Your communication must be confi-
dent, assertive and passionate, but not aggressive. You
need to know all the answers, but don’t ask others the
hard questions if you think they don’t know the answers.
Yes, this still happening in 2005. It’s not intentional. You
can’t change it. But you do need to understand it, get over
it, and then focus on lessons 1 and 2. This last lesson
remains the most important—because it takes you right back
to the first two. Performance counts. Relationships count.
As you go out into the world, remember to focus on
doing the right things and building relationships. The rest
will fall into place.
And don’t forget to have a life along the way.
Karin Stone
I
COMPANY: National City Corporation
HEADQUARTERS: Cleveland, OH
WEBSITE: www.NationalCity.com
BUSINESS/RANKING: Financial holding company:
commercial & retail banking; mortgage financing &
servicing; consumer finance; asset management; 9th
largest bank – assets (American Banker)
EMPLOYEES: 36,000
CUSTOMERS: Extensive banking network primarily in
Midwest and select markets nationally
PDJ
TITLE: Senior Vice President, Director of Corporate
Marketing
EDUCATION: BA (mathematics and accounting):
Gustavus Adolphus College; MBA: University of
Minnesota
FIRST JOB: Mutual fund accountant at IDS Financial
Services (now Ameriprise)
READING: The Last Word on Power (Goss)
PHILOSOPHY: Focus on doing the right things and
building relationships. The rest will fall into place.
FAMILY: Single
INTERESTS: Bicycling; travel; baseball
FAVORITE CHARITY: The ones in which I am active:
my college, Gustavus; Cleveland Institute of Music; and
Community Partnership for Arts and Culture
NATI ONAL CI TY BANK
Profiles in Diversity Journal November/December 2005 119
120 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
y 102-year-old-mother has been a major influence
in shaping my life goals. As a widowed working mom
at a time when few mothers worked outside the
home, she was a secretary, accomplished seamstress, home
manager, and wonderful mother. I saw her as very stylish,
competent, and self sufficient, associating her accomplish-
ments with the fact that she was a professional..
I grew up believing that education, hard work,
and perseverance pay off. I still believe in “the American
Dream.” Additionally, over a lifetime I have become
convinced of the importance of faith to a complete life.
During my career, I was dedicated to balancing
personal and professional responsibilities; however,
as I look back, I am convinced that the ‘superwoman’
model doesn’t exist and never did. At any given time
there are priorities and resulting sacrifices. Today, I
see women and men making informed, deliberate
choices about family and careers. Consequently, I
believe they will experience rewarding lives with
fewer regrets.
As a practical matter, a short list of attractive
attributes for career women might include:
• Physical fitness and a high energy level
• Ethical conduct
• Self discipline and organization
• Insatiable curiosity with an attitude of lifelong
learning
• Philosophy of learning 200% more from mistakes than
successes, exercising discipline of self examination,
and utilizing opportunities for improvement
• Genuine regard for others, their needs and aspirations
• Ability to develop vision and inspiration with others.
I heard the CEO of a major Japanese corporation
describe his most important role as “the inspiration of
the human heart.” I thought it one of the most profound
expressions of a corporate leader I have ever heard.
Decades ago, the Civil Rights Act, Equal Pay Act, and
others were the result of extraordinary efforts and neces-
sary chapters in the progress for women. My personal
encouragement to women today is to not forget “the
cause” and those who forged that groundwork, but to
build on it, and move on—not make it our focus. The
good news is that there are very few roads not traveled
today. We have earned the right and proved that our
competencies provide value in all aspects of life, business,
and community. Now we need to pursue our dreams—
as well as inspire our daughters, sons, and grandchildren.
Janice D. Stoney
M
COMPANY: The Williams Companies
HEADQUARTERS: Tulsa, OK
WEBSITE: www.williams.com
BUSINESS/RANKING: Find, produce, gather, process
& transport natural gas; #165 – Fortune 500
2004 REVENUE: $12.4 billion
EMPLOYEES: 3,600
PDJ
TITLE: Board of Directors – The Williams Companies
EDUCATION: Executive Program: Williams College;
Bell Advanced Management Program: University of
Illinois; accounting and finance management: Columbia
University; and US West’s Japan Study Mission
FIRST JOB: Service representative – Northwestern Bell
Telephone Company
READING: 1776 (McCullough)
PHILOSOPHY: Priorities of God, family, and community.
Look for the joy in life and the positive attributes in
human beings.
FAMILY: Husband; one son; three granddaughters
INTERESTS: Faith; fitness; family; friends
FAVORITE CHARITY: Omaha Community Foundation
WI LLI AMS
We couldn’t be your voice in
Washington without being a neighbor
in your community.
AARP. Creating change in our community.
Call us at 1- 888-OUR-AARP
or visit our website at www.aarp.org.
From community service programs to consumer protection and nursing
home reform, AARP is working hard to create positive social change
where it’s needed most — in every community.
At AARP we are involved in the daily lives of more Americans in more
ways than you can imagine. We provide them with information, promote
independence and protect their health and financial security. We also
encourage them to work and volunteer. Our goal is to improve the lives of
Americans over 50 by making them healthier, happier and better informed.
122 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
y advice for anyone striving for a leadership role
is to trust your instincts, behave with unwavering
integrity, and leverage your listening skills. We all
know that we can’t lead effectively if no one will
follow! People want to believe in their leaders and
they want their mission to be clear and good. Good.
That’s the test I give to any new venture—will this do
good? Will this make our world a better place?
I have had some marvelous opportunities in my
life to add to the greater good. As VP of market
development for the National Rural Electric
Cooperative Association, I helped launch Touchstone
Energy
®
, an initiative that set the national standard
through which energy cooperatives provide quality
service to consumers, many in rural America. It made
the world better for millions of people.
As President of AARP Services, I’m focused on
improving the quality of life for everyone as they age.
That’s a terrific mission and a great reason to get to
the office every day. The work we do now will be
helping people for a long time to come.
Doing good is what I believe in. And I firmly
believe that our core values shouldn’t fade into the
background when we sit in the corner office. If
anything, who we are should be under more scrutiny
when we lead—and it is. People want to believe in
their leaders, and they can’t believe in someone they
don’t know and trust.
Connect with people, listen to them, learn from
them. And return the favor by being accessible and
open with those around you. Making connections is a
lifetime project and will enrich your days. I’ve learned
some amazing lessons from my son, my assistant, our
Board members, and from AARP members I meet on
planes or in hotel lobbies.
Along with things we should always do, there’s the
flip side. Don’t compromise yourself for a win—ever.
Don’t agree to a course that you doubt. Don’t ever hurt a
colleague to make a point. Don’t shrug off a mistake.
Don’t stop being yourself.
Our careers should be an active part of our lives. It
shouldn’t be “either/or” with our lives and our jobs. Trust
yourself to be yourself in all aspects of your day, from the
breakfast table to the boardroom. Trust yourself—and that
inner voice that guides you.
Dawn Sweeney
M
COMPANY: AARP Services, Inc.
HEADQUARTERS: Washington, DC
WEBSITE: www.aarp.org
2004 REVENUE: $375 million
EMPLOYEES: 125
CUSTOMERS: 35 million members (AARP)
PROVIDERS: United Health; The Hartford; New York
Life; MetLife; The Home Depot; Travelocity; Bank One/
Chase; Foremost; Delta Dental; others.
PDJ
TITLE: President, AARP Services
EDUCATION: BA (government): Colby College;
MBA (marketing): The George Washington University
FIRST JOB: Educational coordinator, Milk Industry
Foundation
READING: Blue Ocean Strategy (Kim & Mauborgne)
PHILOSOPHY: It’s not what happens to us but what we
choose to do about what happens that makes the difference
in how our lives turn out.
FAMILY: Husband; son
INTERESTS: Hiking; spending time with friends & fami-
ly; volunteering
FAVORITE CHARITY: National Down Syndrome Society
AARP SERVI CES
WOMEN WORTH WATCHI NG 2006
here are many ways to advance a career. Some say
make a plan and work the plan. Others say it’s mostly
luck—being in the right place at the right time. I
believe it’s both.
Especially for women, the road upward is not a
straight path. Sometimes we take a circuitous route,
leaving the workplace to have children and delaying
career advancement. At other times, we’d like to go for
the executive suite, but are not sure how to get there.
Even with the progress women have made,
there’s still a gap in the speed and frequency at
which women advance to top jobs. How do we
change that? Consider these suggestions:
• There is no substitute for preparation. If you have
the credentials and aspire to a higher level, look
around. Who is in the job you want? What training
and education does he or she have? Do you under-
stand finance and how the business works? There’s
an axiom that “a manager is a manager,” implying
managerial skills are portable. Whenever possible,
get experience to supplement education so you will
be ready when the big opportunity comes.
• Women are team builders. We can be tough, but we
tend to balance toughness with compassion. Use
those inherent qualities to leave your mark. Never
forget or abandon those who supported you along
your journey. Call on associates for advice, and give
counsel when asked.
• Accept assignments out of your comfort zone.
Taking risks and learning from failure are important
elements of growth.
• It may seem obvious, but do what your boss asks.
You might be surprised at how often this is ignored or
rationalized: “He (she) didn’t really mean for me to do
that.” “Maybe I misunderstood.” “That’s crazy.” Take
that stance at your own peril.
• Experience “otherness.” It’s human to gravitate toward
those who look and think like us, but we lose
opportunities for creativity, growth, and enrichment
if we surround ourselves with mirror images.
• Sell, sell, sell! We’re all sales people. In business, every-
one must do more with less while keeping customers
happy. Show your peers and supervisors that you add
value to the product or service … and do it cheerfully.
• Keep your sense of humor. Be serious about serious
matters, but laugh at every opportunity—particularly at
yourself. It humanizes you with coworkers, and can
help you get through the day!
Marilyn B. Tavenner
T
COMPANY: HCA, Inc.
HEADQUARTERS: Nashville, TN
WEBSITE: www.hcahealthcare.com
BUSINESS/RANKING: #80 – Fortune 500
2004 REVENUE: $23.5 billion
EMPLOYEES: ~190,000
CUSTOMERS: 1.6 million patients
SUPPLIERS: >1,100 suppliers and contractors
(>$100 million with minority- /women-owned businesses)
PDJ
TITLE: President – Outpatient Services Group
EDUCATION: BS (nursing): Medical College of Virginia;
Master’s (Health Administration): Medical College of
Virginia
FIRST JOB: Lifeguard and swim coach.
READING: Conspiracy of Fools (Eichenwald); Angels &
Demons (Brown)
PHILOSOPHY: Keep an open door and an open mind.
Be approachable – you will learn much more about
yourself and your organization.
FAMILY: Husband; three children
INTERESTS: Scuba diving; traveling; NASCAR; football
FAVORITE CHARITY: Juvenile Diabetes Research
Foundation; YWCA
HCA
Profiles in Diversity Journal November/December 2005 123
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WOMEN WORTH WATCHI NG 2006
he most effective lessons I have learned on leader-
ship are those that came about by more fully under-
standing who I am and what I bring to the table. By
better understanding myself, I can operate out of my
strengths and more effectively influence those around me.
I have also learned humility in discovering areas where I
need to improve. In counseling aspiring leaders, I have
drawn upon these lessons from my personal journey:
BE AWARE OF WHAT YOU KNOW AND, MORE
IMPORTANTLY, WHAT YOU DON’T KNOW. I
believe that self-awareness is a significantly under-
rated leadership competency, perhaps because it is
uncomfortable for leaders to admit their areas of
weakness. However, had I not recognized an area
where I was not particularly strong, my career would
have taken quite a different turn.
I am a CPA with a master’s degree in accounting.
Early in my career, recognizing that I was not a strong
technical accountant, I gravitated to roles that allowed
me to effectively call upon my accounting back-
ground but were not traditional accounting positions.
This opened an entirely different set of opportunities
for me to explore, in spite of the fact that “on paper”
I was still an accountant.
BE AUTHENTIC—AS A PERSON AND AS A
LEADER. There is a huge body of knowledge on
leadership as well as role models and mentors for
instruction and guidance. While these are invaluable
sources of information and thought-provoking ideas,
the lessons learned from them must nevertheless fit
the individual. I have seen many people—particularly
women—try on attributes, behaviors, and styles that
don’t fit, as if attempting to wear clothes belonging to
someone else. The lack of authenticity is apparent, so
they are not believable, and ultimately are not as effective.
BE GENEROUS IN A NUMBER OF DIMENSIONS.
Be generous with responsibility and accountability: give
people the tools they need to succeed, allow them to fail,
and help them learn from both. Be generous with
information: explain why and how decisions are made,
and encourage two-way information flow. Be generous
with recognition: recognize good work and give credit
to others, while accepting blame yourself—and do both
publicly. Finally, be generous with yourself: allow
employees to have access to you and, above all, listen
actively to them.
BE CAREFUL WHAT YOU WISH FOR. Leadership is a
privilege, not a right. It is a 24/7 responsibility. Simply
put, once you are a leader, you are never not a leader,
regardless of where you are. Leaders have multiple
opportunities to influence others, directly and indirectly,
in all areas of life. I hope my influence as a leader will be
positive and lasting. I can think of no better legacy.
Karen D. Taylor
T
COMPANY: Reliant Energy, Inc.
HEADQUARTERS: Houston, TX
WEBSITE: www.reliant.com
BUSINESS/RANKING: One of the largest independent
power producers U.S. (>19,000 MW)
2004 REVENUE: $8.7 billion
EMPLOYEES: 3,767
CUSTOMERS: ~1.9 million (from residences to large
commercial & institutional customers)
SUPPLIERS: Supplier Diversity Initiative active
PDJ
TITLE: Senior Vice President, Human Resources
EDUCATION: Master’s (professional accountancy):
Louisiana Tech University; Certified Professional
Accountant
FIRST JOB: Packing peaches at a peach orchard during
high school.
READING: I jot down books that catch my attention –
through references, mention on the radio, etc. My
favorite business book is Working with Emotional
Intelligence (Goleman). For pure pleasure, I also enjoy a vari-
ety of fiction, especially authors with colorful characters.
PHILOSOPHY: Don’t take yourself too seriously
FAMILY: I owe much of my success to my supportive
husband and my mother, a leadership role model herself.
Also, a son and twin daughters – all in high school.
INTERESTS: Major League Baseball fan; reading; jogging
with my dog; water sports; children’s activities
FAVORITE CHARITY: Humane Society; Society for
RELI ANT ENERGY
www.medco.com
Medco is a registered trademark of Medco Health Solutions, Inc.
© 2005 Medco Health Solutions, Inc. All rights reserved.
Diversity
drives human achievement.
Providing access to affordable prescription care for millions of Americans.
126 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
have been fortunate to work with a variety of
companies over the past 25 years. Some of the most
important lessons I learned throughout my career
were gained very early on and have served me well
over the years. Three lessons that have been
particularly useful are: doing what you love, taking
unexpected career turns, and working with non-profit
organizations.
DO WHAT YOU LOVE. I earned my undergraduate
degree in foods and nutrition because I was fascinated
by food as a science and as an art. I discovered that
food as an art form was my true interest because it
allowed me to create new products and find creative
ways to market them. This influenced my job seeking
from the very start. Instead of pursuing research,
I pursued marketing. This taught me that finding
work in the right aspect of what you love is critical.
It makes all the difference as to whether you have a
job or a career.
TAKE THE UNEXPECTED CAREER TURNS. I spent
a good part of my senior year in college sending
letters to a variety of food companies looking for
marketing positions. Many didn’t respond or, if so,
sent polite declines. A few indicated that I would
benefit from a more business- versus science-oriented
background. However, one responder said I should
contact a national public relations agency that
specialized in food. I didn’t know much about public
relations, but I sent the agency a letter and inter-
viewed for the position over the phone. I got an
entry-level position at that agency based on the call.
Though I didn’t have any formal public relations training,
it turned out to be a terrific first step in my career. I
learned to write, develop business plans, think creatively,
sell my ideas, and speak confidently in front of groups. I
did go back and get my master’s degree five years after
college, but it was that first unexpected step that started
my career.
GET INVOLVED IN NOT-FOR-PROFIT ORGANIZATIONS.
Motivating people who don’t work for you is completely
different from managing direct reports. I became a much
stronger manager and leader through my not-for-profit
experiences. I learned to be a better listener, clearer
communicator, and more inspiring motivator. These skills
also proved to be invaluable in today’s matrix organiza-
tions where one frequently works with others without a
direct reporting relationship.
Jean Thomas
I
COMPANY: Cendant Corporation
HEADQUARTERS: New York City
WEBSITE: www.cendant.com
BUSINESS/RANKING: Provider of travel & residential
real estate services; #107 – Fortune 500
2004 REVENUE: ~$20 billion
EMPLOYEES: ~85,000
PDJ
TITLE: Senior Vice President of Marketing, Hospitality
Services Division
EDUCATION: BS (foods and nutrition): Oregon State
University; Master’s degree (marketing): UCLA Graduate
School of Management
FIRST JOB: Assistant account executive (Harshe-Rotman
& Druck public relations)
READING: Daily– New York Times; The Wall Street
Journal; USA TODAY; monthly book club – fiction/nonfic-
tion
PHILOSOPHY: Keep learning.
FAMILY: Husband; father; twin sister; younger brother
INTERESTS: Cooking; travel; community/volunteer activities
FAVORITE CHARITY: Jersey Battered Women’s Service
(serves victims/families of domestic violence)
CENDANT
WOMEN WORTH WATCHI NG 2006
began my life as the youngest of 11 children on a
farm in rural Kansas. My parents believed that educa-
tion was very important for both their sons and their
daughters—this was progressive thinking for the times.
They also fostered in me a sense of determination and
a feeling that I could do anything I wanted to do with
my life through education. I attended a women’s
college in Kansas, where my advisor further reinforced
what my parents had taught me. By the time I began
working in my first full-time job, I never doubted my
ability to accomplish what I had set out to do.
Since my first corporate job in 1972, I have
continued to pay close attention to lessons learned
along the way—after all, education is a lifelong
process. By applying these accumulated do’s and
don’ts to my personal and professional life, I have been
able to build a successful career and a fulfilling life:
LIVE BY YOUR VALUES AND BEHAVE WITH
INTEGRITY AT ALL TIMES. Good business rela-
tionships are built on trust. That’s why it’s important
to choose a company whose values resonate with
your own. If you find the right fit, you’ll feel comfort-
able in your work environment and proud of the way
in which you’ve achieved success.
SEEK BALANCE IN YOUR LIFE. A person who is
balanced has the advantage of being able to focus on
what’s important in their life and their work. If your
life is too focused in one direction, you may lose that
ability. Look beyond your work and be an active
participant in your family life and your community.
PRODUCE RESULTS. Businesses count on people
who can contribute to the bottom line. The best way to
accomplish this is to hone your technical skills and know
the business. This will earn you a reputation as someone
that people can go to for critical information, strong
advice, and stellar results.
GIVE BACK TO THE COMMUNITY. No one—man or
woman—gets anywhere without the help and support of
others. If the community has helped your business to
profit, then find opportunities to volunteer and serve that
community. If you were fortunate to have a mentor who
guided you down the right path, return the favor by serv-
ing as a mentor for someone else.
Most of all, never forget as you are struggling your
way to the top—as well as when you finally reach your
destination—that there are always new lessons to be
learned. I’m sure that there is much more in store for me
in the years ahead.
JaniceM.Tomlinson
I
COMPANY: Chubb Group of Insurance Companies
HEADQUARTERS: Warren, NJ
WEBSITE: www.chubb.com
BUSINESS: Property & casualty insurance for
individuals and businesses
2004 REVENUE: $13.2 billion
EMPLOYEES: 11,800
PDJ
TITLE: Executive Vice President, International Field
Operations
EDUCATION: BA: Marymount College of Kansas
FIRST JOB: Underwriting trainee
PHILOSOPHY: Love what you do!
FAMILY: Husband; son (23); mother and many brothers,
sisters, nieces, nephews, etc.
INTERESTS: Golf; reading; needlepoint
FAVORITE CHARITY: Women in Insurance Cancer
Crusade
CHUBB GROUP
Profiles in Diversity Journal November/December 2005 127
128 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
believe that the foundation of a fulfilling career is
rooted in a commitment to learning, an appreciation
for a diverse workforce, and actively engaging in men-
toring. An individual should be encouraged to stretch
his or her intellectual limits and broaden horizons by
seeking out new business roles and challenges.
My career within Northrop Grumman has included
a variety of roles that enabled me to leave my comfort
zone. The most difficult time came when Northrop
Grumman acquired Litton Industries. I was asked to
strategically lead a large part of the integration project
and combine six former businesses into one new
division. This challenged my ability to balance my
commitment to the company with my compassion
toward the workers whose lives would be affected by
the reorganization. The process taught me the value of
managerial support and the significance of a cohesive team.
For a successful and fulfilling career, I offer the
following thoughts/suggestions:
MIX IT UP, AND LEAVE YOUR COMFORT ZONE.
The minute your job gets comfortable, find some-
thing to challenge yourself. Facilitate an open
communication policy with your staff and create a
forum where everyone can exchange ideas. Create a
stimulating work environment. Take on small and
large projects outside of the daily routine.
BE A FORMAL AND INFORMAL MENTOR.
Mentoring should be a personal and professional
commitment. Build relationships with colleagues of
different backgounds and all levels. Positive and
constructive feedback, extra support during challenging
assignments, and shared knowledge and skills will
help them excel. I continue to have both formal
and informal mentors, and counsel several colleagues;
in return, I learn from them.
FOSTER AN INCLUSIVE WORKING ENVIRONMENT.
People should not feel judged because of what they look
like or where they came from. A professional environment
should be a place where people come to learn and give
back to customers or a cause. It takes the sum of all
workers to make a company prosper and for employees
to achieve their individual goals.
YOU CAN LEARN A LOT ABOUT YOURSELF FROM
OTHERS. I received this advice from my father, the greatest
mentor I ever had. He taught me early on about diversity,
and encouraged me to surround myself with people from
other cultures and backgrounds who offer new insights
and intellectual challenge.
I think women aspiring to the executive level should,
above all, treat their careers as an education. My number-
one goal has always been to learn, not to attain a specific
title. I know firsthand the importance of challenging
myself and constantly increasing my knowledge base
while staying true to my values and convictions. At the
end of the day I must go home, look myself in the mirror,
and be proud of the person I see.
Michele P. Toth
I
COMPANY: Northrop Grumman Information
Technology (unit of Northrop Grumman Corporation)
HEADQUARTERS: IT unit: McLean, VA (corporate:
Los Angeles, CA)
WEBSITE: www.it.northropgrumman.com/itsolutions
BUSINESS/RANKING: Computer support services;
U.S. defense contractor; 2nd largest provider of U.S.
government computer support services; 3rd largest
U.S. defense contractor.
2004 REVENUE: >$5 billion (corporate $29.9 billion)
EMPLOYEES: >23,000 (corporate >125,000)
PDJ
TITLE: Vice President, Human Resources & Administration
– Northrop Grumman Information Technology
EDUCATION: Bachelor’s (psychology): University of
Maryland; Master’s (statistics & industrial psychology):
University of Baltimore – Harvard General Mgmt. Program
FIRST JOB: Materials internship within Northrop
Grumman Corporation
READING: Celebrating the Joy of Living Fully (Yamada);
Rocco (Trigiani)
PHILOSOPHY: Honesty
FAMILY: Significant other
INTERESTS: Meeting people; the arts; the symphony;
theater; architecture; sports; travel. Most importantly,
I love to live and want to see the world.
FAVORITE CHARITY: American Cancer Society
NORTHROP GRUMMAN I T
Our DIVERSITY of skills,
knowledge, abilities,
and life experiences
are leveraged through
creating an INCLUSIVE
environment.
Food for thought
At Food Lion, we have bags of fresh foods that exemplify the diversity
of our customers, products, associates and communities we serve.
DIVERSITY & INCLUSION, It’s all part of our commitment to be an active partner in the communities we serve.
DIVERSITY & INCLUSION DIVERSIDAD & INCLUSIÓN
Nuestra DIVERSIDAD de
habilidades, conocimientos,
capacidades,
y las experiencias
de la vida son influenciadas
a través de crear de
un ambiente INCLUSIVO.
130 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
s in much of life, not everything comes naturally,
and much comes from hard work and astute observa-
tion. I’d like to share six lessons from my experience:
First, care passionately about what you do. Absent
this passion, you will never truly excel—because
doing well takes hard work and long hours, and you
need that caring and commitment to sustain you.
Ultimately, that passion nourishes the vision that every
leader needs to motivate the hearts and minds of others.
Second, find inspiring role models. They may be
male or female, but they must have the brilliance and
drive and integrity that spur you to emulate them
and, by osmosis, to continually improve yourself.
While we may learn most profoundly from our own
failures, we can learn much (and less painfully) from
the experience of others.
Third, mentor and develop others. Good leaders
exist because they have learned to surround them-
selves with great people. You will be infinitely
rewarded for encouraging the talents of others who
will support you through life. And because we can
never lead without others willing to come along,
always acknowledge the contributions of others.
Appreciation of others’ talents is a powerful and
underutilized motivator critical to any team’s success.
Fourth, learn to communicate in a way that
persuades others and that enables others to buy in
to your vision or idea. Your best ideas will get
nowhere if others are not willing to embrace them
with confidence.
Fifth, pursue learning voraciously; be open to new
ideas and change. We often learn most—and most
intensely—when confronted with a dramatic career
change or unexpected development. Moreover, the global
marketplace will continue to evolve more and more
rapidly, placing a premium on flexibility, creativity, and
open-mindedness.
Sixth, maintain your personal and professional integrity.
Your reputation is your most important asset and one you
cannot afford to lose. The tone of a corporation is set at
the top, but you will never get to the top if you
compromise your core values.
Debra A. Valentine
A
COMPANY: United Technologies Corporation
HEADQUARTERS: Hartford, CT
WEBSITE: www.utc.com
BUSINESS/RANKING: #39 – Fortune 500 (U.S.),
#120 – Fortune Global 500
2004 REVENUE: $37 billion
EMPLOYEES: 210,000 worldwide
PDJ
TITLE: Vice President, Secretary & Associate General
Counsel
EDUCATION: Princeton University; Yale Law School;
Fulbright Scholar
FIRST JOB: First ever – camp counselor; first professional
job – clerk to Judge Arlin M. Adams, U.S. Court of Appeals,
Third Circuit
READING: Alexander Hamilton (Chernow); John Adams
(McCullough); always reading Tolstoy’s War and Peace
PHILOSOPHY: An unexamined life is not worth living;
but once you’ve learned what really matters, pursue
those goals and values with all your heart.
FAMILY: Wonderful parents and great friends
INTERESTS: Hiking; opera; theater; travel
FAVORITE CHARITY: Local arts and educational
organizations
UNI TED TECHNOLOGI ES
WOMEN WORTH WATCHI NG 2006
’ve been at Eastman Kodak all of my working life,
having started out as a programmer. As CIO twenty-
one years later, I still feel fortunate to work for a great
company with great people dedicated to delivering
results and driving change.
An environment of give and take in terms of
feedback, help, and support makes all the difference.
I want to look back and know that I have helped
others along the way, just as they’ve helped me.
I’ve experienced many mentoring relationships
over the years, some formal and some informal.
Because I’ve held a variety of positions, I’ve had the
opportunity to interact with and observe a diverse
group of individuals. This has been invaluable in
learning what does and doesn’t work. I’ve learned
that direct and ongoing feedback is the most
effective. The feedback I’ve learned the most from is
the feedback that is completely unsolicited. Such
feedback is priceless—jewels that typically don’t
happen in a formal mentoring relationship.
Often in mentoring relationships, the focus is on
how the individual can gain a higher position, rather
than how to excel in his or her current role. I’ve
learned that the latter is more valuable in the long
run. The first step to success is to stand out in your
current role and to build your base of experience.
This sets the stage for new opportunities so that you
are prepared to take on roles of greater responsibility when they become available. In my own career at Kodak,
I accepted a variety of information technology roles across
the company; this allowed me to build a strong founda-
tion and to learn from a wide range of people. The
process prepared me to fill the role of CIO when the
opportunity came my way.
It’s clear that corporations are more willing to do their
part. More and more, there is a willingness on the part of
companies to ensure that the selection process for their
executive teams results in the kind of diversity that repre-
sents the markets in which they conduct business. This is
great news for women. For those who are willing to learn
from others, excel in their current jobs, and prepare and
ready themselves for the positions to which they aspire—
the sky is the limit.
Kim E. VanGelder
I
COMPANY: Eastman Kodak Company
HEADQUARTERS: Rochester, NY
WEBSITE: www.kodak.com
BUSINESS/RANKING: Traditional and digital imaging
and information products and systems for consumers,
businesses, communications professionals, and
cinematographers as well as medical and dental
practices; # 1– Fortune 500 (scientific, photo, control
equipment)
2004 REVENUE: $13.5 billion
EMPLOYEES: 54,000
PDJ
TITLE: Chief Information Officer & Vice President
EDUCATION: BS (mathematics): Rochester Institute of
Technology
FIRST JOB: Programmer for Eastman Kodak
READING: The World is Flat (Friedman)
PHILOSOPHY: Maintain perspective.
FAMILY: Husband; two children
INTERESTS: Reading; running; traveling; scuba diving
FAVORITE CHARITY: United Way
KODAK
Profiles in Diversity Journal November/December 2005 131
132 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
y grandfather taught me most everything I have
ever needed to know about achieving success—in a
word: values. He used to say “you can lose all your
money and you can still rebuild your life—but if you
lose your values, you can never regain them, because
people will never trust you again.” The values of
respect, integrity and honesty have helped me
succeed in business and in life. Until I was 13, my
grandfather and grandmother raised my sister and me;
those early years with my grandparents had the
biggest impact on helping shape my values and my
perspective on life.
We lived in the barrio of East Los Angeles, and
although we never had much money, somehow there
was always enough to eat and more than enough
love to go around. I watched my grandparents work
as a team to provide for us, and for each other,
through good and bad times. Through it all, they both
maintained a positive, can-do spirit.
That can-do spirit has carried me through some
tough times in my own life. As a single mother of
two, with only a high school diploma to my name,
I struggled to make ends meet. Ever the optimist, and
a persistent one, I managed to get a job in human
resources at Southern California Edison. Frank
Quevedo, a senior employee, took me under his
wing, gave me projects to help me grow, and
encouraged me to pursue my dreams with a college
education. Having someone in my professional life
believe in me, especially early in my career, has made
all the difference.
Ultimately, I ended up with three degrees, and
I married again. Just as Mr. Quevedo’s mentoring
helped me professionally, I gained personal and professional strength from my husband, Larry. When I
began to pursue my own career, this former Air Force
officer shared in the parenting and home duties, and
served as my own personal cheerleader. My professional
success has much to do with the balance I have been able
to achieve, thanks to my husband.
I believe in giving back. Because I have been blessed
with nurturing people in my life, I work to offer that same
kind of support to those around me. My job at ACS allows
me to give back to our employees in many ways, and to
help ACS give back to the community. My position also
gives me the privilege of serving as a role model, living
out the values that my grandfather taught me.
Lora J. Villarreal
M
COMPANY: ACS (Affiliated Computer Services), Inc.
HEADQUARTERS: Dallas, TX
WEBSITE: www.acs-inc.com
BUSINESS/RANKING: #460 – Fortune 500
REVENUE: $5 billion (FY 2005)
EMPLOYEES: ~55,000 worldwide
CUSTOMERS: Fortune 500 corporations
SUPPLIERS: Include: Spherion, Office Depot, IBM
PDJ
TITLE: Chief People Person & SVP
EDUCATION: BS: Bellevue University; MS: Central
Michigan University; PhD: California Coast University
FIRST JOB: Sears Roebuck as a sales rep when I was 15
READING: I am an avid reader – anything, from periodicals
to mysteries to romance. Reading is an opportunity to
escape the chaos of the corporate world and take a deep
breath, if only for a moment.
PHILOSOPHY: Always treat others as you expect to be
treated – with respect and dignity. I hope to leave as a
legacy the values of my roots – a great respect for my
Hispanic heritage, and an ethical upbringing, not only in
my life, but in the lives of my children as well.
FAMILY: Daughter, granddaughter and grandson in
Atlanta; son in Chicago
INTERESTS: Spectator sports – hockey, football, soccer;
movies; running; jogging; and taking the time to cook a
wonderful meal!
FAVORITE CHARITY: The loss of my mother-in-law to
Alzheimer's disease brought understanding and desire to
assist with the search for help and a cure of this disease.
ACS
www.acehardware.com
Like any good team,
Ace understands that
each member brings
different strengths,
unique experiences
and diverse talents
to the mix.
Combining these
qualities enhances the
performance of the
team, allowing Ace
to deliver world-class
service as the most
helpful hardware
company.
Anywhere...
Working together. Combining resources and knowledge.
Providing value, selection and helpful, friendly service.
Striving for excellence and staying true to our customers.
134 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
hen I was a little girl, my Great Aunt Hattie used
to sing me an old gospel hymn—We Shall Overcome.
As challenges arose in my life, I found myself relying
more and more on those immortal words. That hymn
became my “siren song,” guiding me through difficult
times and helping me stay the course when it would
have been easier to give up. I encourage you to find
your “siren song.” Whether it’s a song, or a phrase or
a proverb that your grandmother used to say, find
something that you can draw strength from, some-
thing that can be your inner guide.
You also need to have a formal plan for your
career development. The simple act of writing down
your goals and monitoring your progress will tend to
keep you focused on your ultimate objective. The
process helps you to see beyond the moment and
develops your ability to see the big picture—which is
the ultimate goal of any leader.
As with any business, the success of the bottom
line is always important, but how that success is
achieved is just as important. It takes passion, deter-
mination, and the ability to stand for what is right to
make that success worthwhile.
It is also imperative that you find someone that
you admire and get to know them. Watch how they
interact with people, listen to their advice, and learn
from their experiences. A mentor can be an invaluable
tool as you progress through life.
I didn’t know when I started my journey just where I
would end up, but I did know that I had the power and
the ability to make that journey a success. If you remember
nothing of this, remember only my “siren song:”
You shall overcome;
You’ll walk hand-in-hand;
You’re not afraid; and,
You’re not alone.
Jacqui D. Vines
W
COMPANY: Cox Communications, Inc.
HEADQUARTERS: Atlanta, GA
WEBSITE: www.cox.com & www.cox.com/batonrouge
BUSINESS/RANKING: Telecommunications; #3
2004 REVENUE: $5.8 billion
EMPLOYEES: 20,000
CUSTOMERS: 6.7 million
PDJ
TITLE: Vice President & General Manager (Cox – Baton
Rouge)
EDUCATION: BS (business administration & management):
University of the Redlands, CA
FIRST JOB: Junior park counselor
READING: Broken Open: How Difficult Times Can Help
Us Grow (Lesser); Harry Potter and the Half-Blood Prince
(Rowling); Jesus, CEO: Using Ancient Wisdom for
Visionary Leadership (Jones)
PHILOSOPHY: From those to whom much is given,
much is required.
FAMILY: Two small children
INTERESTS: Reading; traveling; golfing
FAVORITE CHARITY: Organizations that work to pre-
vent domestic violence.
COX COMMUNI CATI ONS
WOMEN WORTH WATCHI NG 2006
t is hard to specifically identify the exact critical
factors for success in the workplace. All workplaces
are different and one must have the ability to under-
stand the culture and the keys to success in each par-
ticular business. I firmly believe most women need to
find what works for them—there is no magic formula
as many hope for! My general guidelines for success
are to set achievable goals, improve your interpersonal
skills, and conduct yourself with the highest level of
integrity and professionalism.
You must identify realistic, achievable goals and
expand them as you achieve your short terms goals.
When you run a marathon the first time, you start by
running shorter distances and, with success, you run
farther and farther. You should manage your career
the same way. Know what it takes to be that successful
runner and be sure you don’t just “check the squares;”
you have to do the work. You must excel in your
current position, volunteer to perform special projects
outside of your current position, and be willing to
consider jobs that were not in your planned career
path. Bottom line: knowledge, ability, and hard work
generate the respect of your staff and your leaders,
resulting in that next promotion.
Good interpersonal skills are absolutely crucial to
achieving senior level positions. There are many highly
capable people in the workplace who don’t work well
with others or are not comfortable with leading. You
must find the right balance between being too tough
versus too benevolent. The first will de-motivate
employees, and the latter will prevent getting desired
results; both are career ending. Treat people with dignity
regardless of the situation. Do not lose your temper, use
foul language, or share an employee’s shortcomings with
subordinates. Bottom line: hold employees accountable,
but do it with respect.
Don’t become “one of the boys or girls.” I’m not
saying you can’t have fun, but keep your work life
separate from your personal life. Managers live in a
fishbowl. Everything you do in the workplace, and even
to some extent in your personal life, is watched and
judged by others—managers, employees, and customers.
Bottom line: hold yourself to the highest standard, dress
professionally, and always follow the company ethics
and rules. Good Luck!
Debra K. Walker
I
COMPANY: United States Air Force
HEADQUARTERS: Washington, DC
WEBSITE: www.af.mil
BUSINESS/RANKING: National defense
EMPLOYEES: 620,000 (active duty, AF reserve, and
civilians)
PDJ
TITLE: Deputy Director of Resources, Deputy Chief of
Staff for Installations & Logistics
EDUCATION: BS (business) and Master’s in Public Affairs:
Georgia College & State University; Princeton Public
Fellow; Harvard executive programs
FIRST JOB: Babysitting and tobacco farming
READING: Predictable Surprises: The Disasters You
Should Have Seen Coming and How to Prevent Them
(Bazerman and Watkins)
PHILOSOPHY: Keep smiling, learn as much as you can,
credit others for your success, and don’t change who you
are regardless of your position.
FAMILY: Married to my best friend, for 28 years;
two wonderful, successful daughters (26 and 23)
INTERESTS: Golf; tennis; shopping; spending time
with family
FAVORITE CHARITY: American Red Cross
U. S. AI R FORCE
Profiles in Diversity Journal November/December 2005 135
136 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
ach of us can think of someone who has had a
significant impact on our lives. I was fortunate to grow
up in a family filled with role models and mentors.
My mother, in particular, has always encouraged my
dreams and challenged me to succeed. She taught me
that life is too short to work in a job that you are not
passionate about, and she fed my insatiable curiosity
to learn and grow by teaching me to embrace new
experiences. She instilled in me a sense of humility
and compassion for others and taught me that caring,
sharing, and helping others succeed is a uniquely
rewarding experience.
Today, at 72, she is CEO of my father’s printing
business and one of the greatest mentors I have ever
had. I have never taken for granted the impact that
my mother has had on my life and my career, and I
have always welcomed the opportunity to share what
I’ve learned with others as a mentor.
One of the most gratifying elements of my work
life at Capital One is being part of a corporate culture
that mirrors the supportive environment that I was
lucky enough to enjoy growing up. Each day, I have
the opportunity not only to work alongside a team of
very talented individuals, but I also have the privilege
to mentor, helping to encourage new ideas and
diverse paths for growth.
For me, mentoring is more about helping another
individual reach their personal potential than it is
about the gratification of getting that next promotion
or a new title. Not that women aren’t—or shouldn’t
be—concerned about advancing their careers, but I
believe that those “measures of success” are often a
natural result of the growth and confidence gained
through the developmental process.
I have also learned that listening is a big part of
leadership. You can often learn much more from someone
whose perspective differs from your own. Surrounding
yourself with people who challenge you to think differ-
ently can help you clarify your goals and succeed in ways
that you might never have envisioned.
Leadership and success mean accepting the challenge—
remaining true to yourself, being open to new opportunities,
taking risks, and stretching beyond your boundaries
(which, we have to remember, are sometimes self imposed).
Catherine West
E
COMPANY: Capital One Financial
HEADQUARTERS: McLean, VA
WEBSITE: www.capitalone.com
BUSINESS/RANKING: Financial services; 6th largest
credit card issuer in the U.S.
2004 REVENUE: $10.8 billion (managed)
EMPLOYEES: 14,481
CUSTOMERS: 48.6 million
PDJ
TITLE: President of U.S. Card & Director of Capital One
Financial
EDUCATION: BA: Lynchburg College; Executive education:
Harvard Business School
FIRST JOB: Working in a Maryland crab house
READING: Being Perfect (Quindlen)
PHILOSOPHY: Listen more than you speak.
FAMILY: Son (8); and our family dog – Rocky
INTERESTS: Spending time with my son; sailing
FAVORITE CHARITY: Foster Care; charities associated
with at-risk children
CAPI TAL ONE
138 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
grew up believing there was nothing I couldn’t
achieve. That same belief carried me through college
and into corporate America. I also believe that having
a mentor—someone who is willing to share knowl-
edge and offer sound advice to help you advance to
the next level—is vitally important for anyone who
desires to succeed professionally.
My first mentor was my mother, who raised my
sister and me without much assistance. We were
latchkey kids and had many reasons not to succeed.
Success is a choice and sometimes a sacrifice. I am
so blessed to have had a mother and family who
provided me with insight and focus.
I firmly believe that, as you start to climb up the
corporate ladder, you must have a vision for your life
and specific goals for your career. Sometimes it is
easy to put other people’s goals and dreams ahead of
your own. But at some point, you must visualize how
you want your career to unfold. If your objective is to
become CEO, chart the course and determine what is
necessary to reach your goal.
Approach life and work with passion. Take on
at least one new challenge each day. Maybe it’s time
to finish that MBA. Whatever it is, get out of your
comfort zone and pursue it fervently.
My current role is a great example of taking on a
challenge. Before I was promoted, I managed the
client services side of our business, focusing on meeting
policyholders’ needs. In the last year, I’ve had to
completely change my thought process into making
decisions that impact the company’s bottom line. The
transition was not simple, but overcoming fear of the
unknown while reaching new heights of personal and
professional growth was worth the challenge.
Professional and individual growth require a certain
amount of risk, but you must stay the course and believe
in your abilities. See the value in what you do every day.
Ask yourself, “Am I getting joy out of what I’m doing?”
Finally, make time in every work day to transition from
your home life to the office and then from the office to
home again. A healthy work/life balance maintains both
professional and personal well-being.
Succeeding at whatever you set out to do can be a
challenge; but the goals you set can be achieved when
you surround yourself with a solid support network of
family and friends..
Don’t be afraid to take risks, see challenges as growth
opportunities, weigh your options, choose wisely, learn
from your mistakes, and embrace change. Remember, life
is more about giving than taking.
Teresa L. White
I
COMPANY: Aflac
HEADQUARTERS: Columbus, GA
WEBSITE: www.aflac.com
BUSINESS/RANKING: Insurance; #158 – Fortune 500
2004 REVENUE: $13.3 billion
EMPLOYEES: ~4,000
CUSTOMERS: >334,000 payroll accounts
PDJ
TITLE: Senior Vice President, Director of Sales Support &
Administration
EDUCATION: BBA: University of Texas at Arlington; MS
(management): Troy University
FIRST JOB: First job ever – in a fast food restaurant;
first professional job during college – inventory management
at Mercedes-Freightliner; first job after college – member
services consultant at Alaskan Federal Credit Union.
READING: I'm re-reading Execution: The Discipline of
Getting Things Done (Bossidy and Charan) and introduc-
ing it to my team via a book club. I'm also personally
reading Positioning: The Battle for your Mind (Ries and
Trout).
PHILOSOPHY: Life is more about giving than taking.
FAMILY: Married for 17 years; son (15) and daughter (10)
INTERESTS: I love reading a good book and taking
vacations with family and friends. I also enjoy playing
volleyball and following football (I'm a Dallas Cowboys
fan).
FAVORITE CHARITY: The Aflac Cancer Center & Blood
AFLAC
WOMEN WORTH WATCHI NG 2006
recall my father buying me my first sewing machine
when I was 8 years old and teaching me how to sew.
From that point on, I would lock myself in my room
for hours, sewing clothes for my Barbie dolls. A fashion
industry career was surely in the making!
I landed my first job as a designer for a small
clothing company in the early ’80s; it was a fabulous
experience, as the company was so small I had to
wear many hats and gained exposure to finance,
sales, and manufacturing. I took a big risk at the age
of 24, moving sight unseen to Hong Kong. I traveled
extensively throughout Asia and visited many garment
factories. Looking back, I think the move to Hong
Kong was probably the single most formative event
in my career.
I have had incredible opportunities, a wonderfully
supportive family, and a few fantastic mentors who
helped me achieve the level of success I have today.
I always remember those that helped me along the
way, and take time to mentor others. I spend time
with our interns, as well as young people within the
organization, to guide and counsel them on their
career paths.
I had a tough time after my son was born, as he
was diagnosed with autistic spectrum disorder at the
age of two. The company was extremely supportive
while I explored treatment options, special diets, and
took him to a myriad of doctors. To this day, our
CEO, Paul Charron, regularly asks me how my son is
doing—which tells you a bit about the culture in our
organization. Liz Claiborne is an incredible company to
work for, really understands women’s issues, and supports
work/life balance.
My advice to others would be this: Life is too short
and can throw you a curve ball in a moment’s notice. Be
sure you are happy in what you are doing, be open to all
options, and don’t be afraid to take calculated risks … as
you may never reap the rewards if you don’t!
Paula J. Zusi
I
COMPANY: Liz Claiborne Inc.
HEADQUARTERS: New York, NY
WEBSITE: www.lizclaiborneinc.com
BUSINESS/RANKING: Fashion apparel & accessories;
#407 – Fortune 500
2004 REVENUE: $4.6 billion
EMPLOYEES: 14,000 worldwide
PDJ
TITLE: Corporate Vice President, Global Manufacturing &
Sourcing
EDUCATION: BS (apparel design): University of Delaware
FIRST JOB: Designer – Mark Stuart Sportswear
READING: The Heart of Change: Real-Life Stories of
How People Change Their Organizations (Kotter & Cohen);
The Toyota Way: 14 Management Principles (Liker)
PHILOSOPHY: Count your blessings and not your
problems. Life is a journey – enjoy the ride!
FAMILY: Husband; daughter (8) and son (6)
INTERESTS: Spending time with my family; travel;
skiing; boating.
FAVORITE CHARITY: St. Jude’s Hospital (children’s cancer)
LI Z CLAI BORNE
Profiles in Diversity Journal November/December 2005 139
140 Profiles in Diversity Journal November/December 2005
WOMEN WORTH WATCHI NG 2006
ecember 1980, at minus 20°C, supervising oil rigs in
Alberta, Canada—that’s where I started. It would have
been impossible for me to predict that 25 years later
I would be writing this from the executive suite of the
same company—Chevron. It has been an incredible
journey for me intellectually, professionally, and
personally, and has taught me valuable lessons about
success in business and life.
As you start your own journey, recognize that
your education is your entry ticket, not your destiny.
I’ve learned that, while strong grades can get you a
job, strong performance gets you a career. In the
years since I started in the field, I have never
practiced civil engineering.
Be open to all possibilities, because your potential
is far greater than you can imagine. However, turning
your potential into performance is the key. No matter
what role you have in a company, at any level,
understand the value proposition and which results
and behaviors get rewarded. Set goals that exceed
what is expected of you. Acquire deep job knowl-
edge, act with integrity, take risks, be decisive and
forthright, and deliver impactful results.
Never lose sight that your objective is to create
profits or shareholder value. A track record of producing
impactful results can lead to advancement, bringing
with it both opportunities and challenges. Be prepared
to make tough choices and trade-offs. Most importantly,
make your decisions based on your life’s goals, not just
your career interests.
The higher you advance in leadership, the higher the
expectations. Setting vision; building teams; instilling
confidence; drawing out the potential and, ultimately,
performance of others—these are just a few of the
skills you will need, skills you did not likely learn in
engineering school.
Be prepared to learn. A successful career brings with
it a commitment to continuous learning. When your
learning stops, so likely will your advancement.
When you reach the executive ranks, there will
essentially be only one major question to answer: have
you earned credibility with your superiors, peers, and
employees? The sum of your experiences, performance,
actions, and interactions will form the opinions of those
looking to you for leadership. That’s why it’s so important
to make every action, interaction, and decision along the
way count. When I visit our oil rig operations today, my
early experiences are now an essential part of my credibility.
In the end, business success means little if it comes at
the expense of a successful life. Above all else, find the
balance that’s right for you, set your own path, and enjoy
your life’s journey.
Rhonda Zygocki
D
COMPANY: Chevron Corporation
HEADQUARTERS: San Ramon, CA
WEBSITE: www.chevron.com
BUSINESS/RANKING: Oil & natural gas industry
(exploration & production; refining, marketing &
transportation); chemicals manufacturing & sales; and
power generation; 2nd largest energy company in the U.S.
2004 REVENUE: $150.9 billion
EMPLOYEES: >47,000 employees worldwide
CUSTOMERS: U.S. government and foreign host
governments; communities; private companies;
individual consumers
SUPPLIERS: Halliburton; Schlumberger; MWBE
suppliers; small business owners; individual leaseholders
PDJ
TITLE: Vice President, Health Environment & Safety
EDUCATION: BS (civil engineering)
FIRST JOB: Petroleum engineer
FAMILY: Husband of 22 years
INTERESTS: Snowboarding; sailing
FAVORITE CHARITY: Those dedicated to support
for battered women and children
CHEVRON
Organizations Opening Doors
for these Women Worth Watching
122 AARP Services aarp.org Dawn Sweeney
34 Ace Hardware Corporation acehardware.com Lori L. Bossmann
132 Affiliated Computer Services (ACS) acs-inc.com Lora J. Villarreal
138 Aflac aflac.com Teresa L. White
28 A.G. Edwards & Sons agedwards.com Mary Atkin
78 Albertson’s albertsons.com Kathy J. Herbert
38 Allstate Insurance Company allstate.com Catherine S. Brune
26 BellSouth Corporation bellsouth.com Valencia I. Adams
74 BMO Financial Group (Harris) harrisbank.com Sandra L. Hanington
68 Booz Allen Hamilton boozallen.com Laurene Gallo
136 Capital One Financial capitalone.com Catherine West
87 Catalyst catalyst.org Ilene H. Lang
126 Cendant Corporation cendant.com Jean Thomas
140 Chevron Corporation chevron.com Rhonda Zygocki
127 Chubb Group of Insurance Companies chubb.com Janice M. Tomlinson
108 CIGNA Corporation cigna.com Karen S. Rohan
48 Cintas Corporation cintas.com Karen L. Carnahan
80 Cisco Systems cisco.com Kathryn Hill
112 Comcast Corporation comcast.com D’Arcy Foster Rudnay
36 Convergys Corporation convergys.com Karen Bowman
134 Cox Communications cox.com Jacqui D. Vines
32 Cummins cummins.com Jean Blackwell
52 DaimlerChrysler Corporation daimlerchrysler.com Chris Cortez
94 DaimlerChrysler Services North America daimlerchryslerservices.com/na Janet Marzett
114 Dell dell.com Susan E. Sheskey
102 Deloitte & Touche USA deloitte.com/us Maritza Gomez Montiel
131 Eastman Kodak Company kodak.com Kim E. VanGelder
116 Electronic Data Systems Corporation eds.com Tina M. Sivinski
72 Food Lion foodlion.com Cathy D. Green
50 Ford Motor Company ford.com Deborah Stewart Coleman
42 Gannett Company (USAWeekend) gannett.com or usaweekend.com Marcia L. Bullard
82 General Dynamics Corporation generaldynamics.com Linda P. Hudson
115 Georgia Power southernco.com/gapower Leslie R. Sibert
27 Halliburton halliburton.com Evelyn Angelle
142 Profiles in Diversity Journal November/December 2005
Page
62 The Hartford Financial Services Group thehartford.com Dana Drago
76 HCA hcahealthcare.com Glenda A. Hatchett
123 HCA hcahealthcare.com Marilyn B. Tavenner
40 The Hershey Company hersheys.com Michele Buck
92 Hewlett-Packard hp.com Cathy Lyons
71 Highmark highmark.com Kimberly S. Gray
60 Honeywell International honeywell.com Nance K. Dicciani
46 Ingram Micro ingrammicro.com Ria Marie Carlson
56 KeyBank key.com Maria Coyne
103 Lear Corporation lear.com Phyllis Golden Morey
64 Lehman Brothers lehmanbrothers.com Anne Erni
139 Liz Claiborne lizclaiborneinc.com Paula J. Zusi
79 Lockheed Martin (Kelly Aviation Center) lockheedmartin.com Marillyn A. Hewson
98 Medco Health Solutions medco.com Pamela T. Miller
95 Merck & Co. (Merck Vaccines) merck.com Margaret G.McGlynn
104 MetLife metlife.com Maria R. Morris
119 National City Corporation nationalcity.com Karin Stone
44 New York Life Insurance Company newyorklife.com Judith E. Campbell
128 Northrop Grumman Information Technology it.northropgrumman.com/itsolutions Michele P. Toth
96 Pepco Holdings (Transmissions) pepcoholdings.com Tsion M. Messick
100 Pfizer pfizer.com Sylvia M. Montero
30 Raytheon raytheon.com Susan E. Baumgarten
83 Reebok International reebok.com Denise Kaigler
124 Reliant Energy reliant.com Karen D. Taylor
106 Roche Diagnostics Corporation roche-diagnostics.us Tiffany P. Olson
107 Safeway safeway.com Larree M. Renda
84 Sodexho Health Care Services sodexhousa.com Carolyn L. Kolesar
118 Starbucks Coffee starbucks.com Launi D. Skinner
99 Starwood Hotels & Resorts Worldwide starwoodhotels.com Ana Mollinedo Mims
54 State Farm Insurance Companies statefarm.com Barbara R. Cowden
90 Texas Instruments ti.com Duy-Loan T. Le
135 United States Air Force af.mil Debra K. Walker
66 United States Army army.mil Kathleen M. Gainey
110 United States Navy navy.mil Ann E. Rondeau
70 United States Postal Service usps.gov Mary Anne Gibbons
130 United Technologies Corporation utc.com Debra A. Valentine
75 Verizon Information Services verizon.com Katherine J. Harless
91 Verizon LiveSource & Public verizon.com Katherine Linder
88 Verizon Network Services Group verizon.com Sheila Lau
111 Wellpoint wellpoint.com Alice Rosenblatt
58 Whirlpool Corporation whirlpoolcorp.com Karel K. Czanderna
86 Whirlpool Corporation whirlpoolcorp.com Marise Fernandes Kumar
120 The Williams Companies williams.com Janice D. Stoney
add WWW to all internet addresses
Profiles in Diversity Journal November/December 2005 143
144 Profiles in Diversity Journal November/December 2005
A D V A N C E R E L E N I L E 5 5 L Y

The 2006 Profiles in Diversity Journal
3rd Annual
International
Innovation in Diversity
Awards
will honor ten organizations and institutions
that have developed innovative solutions
offering measurable outcomes in the area
of workforce diversity and inclusion.
Entry deadline: April 21, 2006
Full information is available at
www.diversityjournal.com
or call Jim Rector at 800-573-2867.
2005 Winners:
SODEXHO • FORD MOTOR COMPANY • DAIMLERCHRYSLER
GEORGIA POWER • ENTERGY • CREDIT SUISSE • PEPSICO
GM • SHELL INTERNATIONAL • NEW YORK LIFE INSURANCE
usps.com ©2005 United States Postal Service. Eagle symbol and logotype are registered trademarks of the United States Postal Service.
When you can’t come to the Post Office,

let the Post Office come to you. Just go to usps.com where you
can print labels, pay for postage, and your carrier will pick up your packages for you. To learn more, visit
usps.com/clicknship. It’s just one more way the U.S. Postal Service
®
is working for you.
Gena Mendoza-Telck
Fort Worth, TX

146 Profiles in Diversity Journal November/December 2005
AARP Services, Inc. page 121
www.aarp.org
Ace Hardware Corporation 133
www.acehardware.com
Albertson’s Inc. 77
www.albertsons.com
Allstate Insurance Company 141
www.allstate.com
BellSouth Corporation 57
www.bellsouth.com
BMO Financial Group 49
www.harrisbank.com
The Boeing Company 7
www.boeing.com
Cardinal Health, Inc. 43
www.cardinal.com
Cendant Corporation 137
www.cendant.com
Chevron Corporation 63
www.chevron.com
Cintas Corporation 69
www.cintas.com
Cisco Systems, Inc. 53
www.cisco.com
Comcast Corporation 93
www.comcast.com
Convergys Corporation 147
www.convergys.com
Cox Communications, Inc. 81
www.cox.com
DaimlerChrysler Corporation 24
www.daimlerchrysler.com
Dell Inc. 39
www.dell.com
Deloitte & Touche USA LLP 9
www.deloitte.com
Eastman Kodak Company page 41
www.kodak.com
Food Lion, LLC 129
www.foodlion.com
Ford Motor Company Cover 2
www.ford.com
Georgia Power 16
www.southernco.com/gapower
Halliburton 73
www.halliburton.com
HCA Inc. 65
www.hcahealthcare.com
Highmark Inc. 148
www.highmark.com
KeyBank 59
www.key.com
Lear Corporation 144
www.lear.com
The McGraw-Hill Companies 5
www.mcgraw-hill.com
Medco Health Solutions 125
www.medco.com
Merck & Co., Inc. 51
www.merck.com
MetLife 105
www.metlife.com
National City Corporation 35
www.nationalcity.com
New York Life Insurance Company 31
www.newyorklife.com
Northrop Grumman Corporation 61
www.northropgrumman.com
Pepco Holdings, Inc. 109
www.pepco.com
PepsiCo, Inc. 29
www.pepsico.com
Pfizer Inc. page
11
www.pfizer.com
Raytheon 33
www.raytheon.com
Reliant Energy, Inc. 45
www.reliant.com
Roche Diagnostics Corporation 113
www.roche-diagnostics.us
Safeway Inc. 67
www.safeway.com
Sodexho 37
www.sodexhousa.com
Starbucks Coffee 47
www.starbucks.com
Starwood Hotels & Resorts
Worldwide, Inc. 97
www.starwoodhotels.com
State Farm Insurance Companies 55
www.statefarm.com
Unilever 85
www.unileverusa.com
United States Postal Service 145
www.usps.gov
United States Tennis Association 117
www.usta.com
United Technologies Corp. 101
www.utc.com
Verizon 89
www.verizon.com
Waste Management, Inc. Cover 3
www.wm.com
WellPoint 2
www.wellpoint.com
Whirlpool Corporation Back Cover
www.whirlpool.com
WEBSI TE RESOURCE COMI NG
Profiles in Diversity Journal, long a
dedicated supporter of women in
leadership, will be launching a new
resource for women navigating their
careers in the shifting trends of the
global economy. PDJ’s new website,
www.WomenWorthWatching.com,
will share its virtual library of mentoring
counsel offered by these annually
honored women leaders with women
all over the world.
The website will be particularly useful for:
Women entrepreneurs—for motivation,
guidance and training. Business educators,
or internship directors—as case studies of
accomplishment in the face of challenges.
Career counselors and coaches of
women/ minorities aspiring to leadership
positions in their fields—for encourage-
ment and guiding principles. And women
themselves seeking self-awareness, moti-
vation,
critiquing and improvement.
The Women Worth Watching website,
currently in development, is an outreach
program of WomenWorthWatching™.
Profiles in Diversity Journal November/December 2005 147
highmark.com
DIVERSITY. IT ENRICHES US. STRENGTHENS US. DEFINES US.
At Highmark, we value and celebrate the
diversity that makes this world we share
a better place. For our employees, our
customers, and the suppliers we partner
with throughout the many communities
we serve.
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