"The lack of diversity on corporate boards, in CEO roles and on corporate executive councils is a well-documented issue across America. I visited Iceland recently and learned that Scandinavian countries such as Norway have adopted laws aimed at achieving gender parity by mandating a required percentage of females (40 percent) on corporate boards. A possible solution would be to expand that requirement to include people of color and to make it a law in the United States, but the reality is this likely will not occur in the United States.This means leadership at the top has to champion diversity and take the necessary actions to place talented leaders in the top jobs. In many cases, the diverse talent is there; it's the access for this talent to these roles that is not.I can definitively say that Boeing is walking the talk. As with anything, there is more work to be done and this is recognized. I am a member of the executive council for Boeing Defense, Space & Security and I am not the lone diverse council member. It was gratifying to join a leadership team and see the progress Boeing has already made in regards to diversity. This company is serious about that mission and recognizes the impact diverse leaders can have."
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At Alcoa, you served as chief diversity officer. But diversity in the top levels of organizations of all types is still scarce. (Even Boeing, whose executive council is predominantly male and white.) Who needs to take the lead in promoting diversity in business leadership, what is the biggest step that needs to be taken, and when can it ever be said that "diversity" has been achieved?
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Gena C. Lovett
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