Convenience Store News

DEC 2016

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70 Convenience Store News | DECEMBER 2016 | WWW.CSNEWS.COM EXPERT'S VIEW • Give each executive a goal that supports the growth of least five diverse employees on at least two levels within five years. THE KELLOGG WAY At Kellogg, diversity and inclusion (D&I) is fostered through business resource groups, including Women of Kellogg's, Women in the Supply Chain, and Women in Procurement. The company also provides D&I train - ing such as GenderSpeak, which promotes effective communication between men and women; and Unconscious Bias, which offers strategies to recognize and mitigate bias and create change in decision-making and inter- personal and group interactions. Joshua serves as a mentor and sponsor to others who want to grow their careers — regardless of gender, race or ethnicity. She participates in Kellogg's Procurement Diversity and Inclusion Council and in diversity organizations that focus on women and veteran business owners. "My personal goal is to be an agent for change and transformation wherever I go," she says. She's been delivering on that goal: In 2015, Joshua and her team spent more than $150 million with diverse suppliers. "Inclusion fosters diversity of thought, which drives creativity, which in turn fosters innovation," Joshua says. "Creativity and innovation are the keys to sustained great- ness. None of us is as strong as all of us together." CSN Joan Toth is president and CEO of the Network of Executive Women, Retail and Consumer Goods, a learning and leadership community representing 10,000 members, 750 companies, 100 corporate partners and 20 regional groups in the United States and Canada. Visit for more information. Editor's note: The opinions expressed in this column are the author's and do not necessarily reflect the views of Convenience Store News. promoted on demonstrated results." • Mentoring and sponsorship from the senior exec- utive leadership team is often missing. • Senior roles often lack work/life flexibility. • Gender and racial stereotypes are stubborn. "My personal career barriers have become headwinds when the culture of an organization has inhibited or restricted my ability to leverage my experiences, knowledge and perceptions to benefit the company." HER ADVICE: BE AUTHENTIC Still, Joshua has not felt compelled to "cover" (or downplay) her gender, cultural or racial identity to conform to the workplace norms set by predominately white male execs. She believes she is not able to deliv- er great results if she's not able to "have my own voice and share my diverse perspective." She offers this advice for industry leaders who want to leverage the benefits of diversity: • Pair executive leaders with women of color. • Be intentional with career and succession planning. • Enroll male executives and other men as change agents. • Require annual diversity and inclusion training for all company leaders. "Inclusion fosters diversity of thought, which drives creativity, which in turn fosters innovation. Creativity and innovation are the keys to sustained greatness. None of us is as strong as all of us together." — Tracy Joshua, Kellogg Co.

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