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Volume 23, Number 45 Copyright 2006 Business Book Review, LLC All Rights Reserved

Diversity: Leaders Not Labels


A New Plan for the 21st Century

Stedman Graham
2006 S. Graham & Associates Adapted by permission of Simon and Schuster, Inc. ISBN: 0-7432-3437-5

Reviewed by Leslie Johnston

Introduction
As technology brings people closer together, our environment becomes more diverse, and while workers from all backgrounds are merging into the global marketplace, businesses are being challenged by a shortage of talent and by the need to integrate a wide range of cultures. For author Stedman Graham, we do not have to become a member of anyone elses culture to play a key role, but we must, however, maintain and assert our own identities while respecting others uniqueness in our workforce and in our communities. People who will succeed in the twenty-first century are those who transcend race and build relationships, who continue to grow and develop as individuals, and who bring value to themselves and those they represent.
Business Book Review Vol. 23, No. 45 Copyright 2006 Business Book Review, LLC All Rights Reserved

Diversity: Leaders Not Labels

Stedman Graham

DIVERSITY AT WORK

While it is frequently identified with the concept of being politically correct, diversity, according to Graham, is, rather, about moving forward and freeing ourselves to forge beneficial and profitable alliances as we navigate through a constantly changing world. On virtually every continent, newly empowered people are now commanding respect from the business and corporate community. In turn, savvy businesses are finding unlimited economic and competitive advantage in creating socially diverse corporate structures. Knowing the wants, needs, and aspirations of diverse customers pays off when businesses develop services and products that are tailor made to customers needs. The ability to demonstrate an understanding of differing cultural, linguistic, and religious requirements of existing and potential customers is a competitive advantage in the marketplace. Having a diverse workforce can help companies increase sales. This happens as customer demographics are matched with the makeup of a companys frontline staff and sales force. Customers are more inclined to trust salespeople who have cultural characteristics similar to their own. There is competitive motivation for businesses to recognize differences in their hiring practices and policies; it is a strategy that is not only good for growth of the bottom line, but one that also supports employees confidence in the decision-making processes of their employers. Studies have shown, Graham notes, that companies with constructive diversity cultures realize much higher levels of motivation, teamwork, satisfaction, service quality, and sales growth. Savvy corporate leaders see a diverse culture as an asset to be developed and nurtured, and they make certain that the business climate supports diversity. We now deal with constant change. The world is changing faster than at any time in our history, faster, in fact, than our understanding of it. How do we deal with these changes? We can begin by being more accepting of people of all backgrounds, being more flexible, more tolerant, and more fluid. The sooner we understand our cultural baggage, the sooner we can leave it behind and move forward to put our talents and differences to their best uses in this diverse world. We are transcending old racial barriers to move with the flow of humanity and civilization, and we are transforming ourselves into

Key Concepts
Stedman Graham suggests that, in order to break through labels, we must: 1. Check Our ID focus on what we love and do well to build our passion; 2. Create Our Vision develop a road map to see beyond our current circumstances; 3. Develop Our Travel Plan have a plan to actualize our vision; 4. Master the Rules of the Road commit to a value system based on our personal vision; 5. Step into the Outer Limits create what we want in life based on who we are, not on the labels placed on us; 6. Pilot the Seasons of Change look at ways to continually reinvent ourselves; 7. Build Our Dream Team recruit and join with those going in the same direction; 8. Win by a Decision choose to be successful; 9. Commit to Our Vision seek ways to achieve our goals and vision. * * *

Information about the author and subject: www.stedmangraham.com Information about this book and other business titles: www.simonsays.com Related summaries in the BBR Library: The New Workforce By: Harriet Hankin The Inclusion Breakthrough By: Frederick A. Miller and Judith H. Katz

valuable commodities (to our families, our workplaces, and our world) through this process. Once we have reflected on where we have been, where our ancestors and our peer groups have been, we can begin moving on. By identifying the controls and labels that people have placed on us, and the controls and labels we have internalized and placed on ourselves, Graham says, we can construct a launch point, a foundation from which
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Business Book Review Vol. 23, No. 45 Copyright 2006 Business Book Review, LLC All Rights Reserved

Diversity: Leaders Not Labels

Stedman Graham

to propel ourselves away from race-based thinking. It is players. As the world is coming together, people are coming always easier, however, to acknowledge the need to move together. Peer groups are not what they used to be, and on than to actually do it or to ask ourselves the question, difference, Graham believes, is now not only acceptable, How do I change? it is the norm. Minorities are becoming the majority, We start the change by redefining ourselves on our and in America, as the he points out, the word minority own terms. By identifying and escaping from negative will eventually be applicable to white men and women. stereotypes and behavior patterns that we may not even Because the new workplace is about working with people have realized were present in us, we are breaking invisible of similar interests, not just the same background, race, or chains. With an open mind and some self-reinforcement, orientation, new allies may be different in their cultural and we can discard negative With the population diversifying all around you, it is not a good time to be labels to clear a pathway stuck in your old thought patterns or mired in a constricting environment to success and leadership. not of your own making. At various times, we have all been unfairly labeled or put in a box of someone elses ethnic backgrounds, but we will still share a commonality construction, although some of us more than others. of purpose: to succeed, contribute, and earn a living. We However, if we cannot let go of the past, then we may be must be ready; we must have the right set of leadership the ones let gofrom a job, from a business or personal skills and the right attitude to thrive, and to stay alive, in relationship, or from a path to success that has opened this new world. before us. Todays global business environment does Why is transcending our own race important? There not accommodate negative thinking or an entitlement are an infinite number of opportunities, at home and mentality. It is a world that will not wait for people to work abroad, waiting for those who can grow beyond stereotypes through their self-pities or to break out of their shopworn and prejudices. Companies like to help employees stereotypes. advance through the ranks, especially if they come The world is transforming, and we must transform with from disadvantaged backgrounds, and there are some it. It demands that we have a vision of the future unclouded great diversity programs that are helping accomplish by the past. Despite some continuing conflicts and ongoing this. However, employers can no longer babysit people instances of terrorism, nations are joining forces as never through the process. Their time and energy must be before. The convergence of humanity makes us all global focused on staying competitive in the global market. And, it is becoming clearer that international commerce, as an entity, does not care about race, creed, gender, or sexual About the Author orientation, according to Graham. Its main concerns are survival, profitability, and the control of its own Stedman Graham is chairman and CEO of S. Graham and Associates, a Chicago management destiny. Companies, therefore, can create progressive and and marketing consulting firm. He is the author meaningful diversity programs, but they cannot afford to of ten books, including two New York Times create social agencies. It is up to us to use our differences bestsellers. Graham lectures and conducts to our advantage, but we can no longer expect special seminars for businesses and organizations around treatment because of differences. the country. He is a former adjunct professor The first step in navigating ethnically diverse waters at Kellogg Graduate School of Management at is to learn how to respect and work with the cultural Northwestern University and is currently a visiting differences of coworkers from varied backgrounds. professor at several other universities. Active in Companies should not simply tolerate diversity, but philanthropy and community work, he is on the celebrate it as a core strength. Leveraging differences for international board of Junior Achievement, is competitive advantage will pay offhere at home and the founder of Athletes Against Drugs, and is a abroad. In many ways, therefore, the expanded global member of the Economic Club of Chicago. marketplace is an equalizer. It offers advantages to people
Business Book Review Vol. 23, No. 45 Copyright 2006 Business Book Review, LLC All Rights Reserved Page 3

Diversity: Leaders Not Labels

Stedman Graham

of all backgrounds; it puts them on a more level playing field. Therefore, people are not labeled or marginalized as frequently as in the past; there is no time for it now. We can look at how our companies are competing, where they are competing, and with whom. We can figure

time and trouble of examining merchandise more closely; when we read the labels, we know what to expect, what the product does and does not offer, and whether it will meet our expectations or needs. It is not the same with people. Labels placed on individuals by other people seldom accurately reflect what is inside a Its now clear that ethnic and American are no longer mutually person. Stereotypes and labels act exclusive terms. like codes, whether they relate to women, class, race, jobs, or sexual out what our role is now, and what it could be in five years. orientation. They provide only a quick, capsulated view Chances are, our companies and the markets they serve will of a person or group of people that is most often negative. change along the way; we must be ready to change with These labels often dictate how we view people and how the market. The following steps work for individuals and they view us. Studies have shown, Graham indicates, that company leaders who want to be a part of a diverse and no matter how committed we are to objectivity or how hard global workforce: we work to act without prejudice, we still possess hidden 1. Reject negative labelsour own and others negative stereotypes and prejudices that can influence our 2. Celebrate and embrace difference and diversity as actions and perceptions. We come to accept our labels, and a core strength the stereotypes become self-perpetuating so that, in a sense, 3. Stay in motion; anticipate change we program ourselves. Labels have been used throughout 4. Study the market and stay a step ahead of it history to separate people, generally with the underlying 5. Change how we market ourselves to our motivation of gaining power and profit. employees/employers, customers, and other No matter how well-meaning labelers are, they have, businesses; they are changing, and we are most likely, lived their lives under the constraints of their changing stereotypes, which were drawn from their peers and role 6. Travel abroad and study other languages; unlike models. Most of us experience some mistreatment or the U.S., most other countries are bilingual discrimination when we are young, whether through harsh 7. Redefine goals and aspirations in the context of discipline, the invalidation of our feelings, our intelligence, our new knowledge or the discounting of our abilities. As a result, we internalize We must constantly, therefore, rethink, redevelop, these negative experiences, and as adults, we dish out reinvent, retool, and rise aboveregularly. If we have not more of the same to others. What we are seldom told is advanced beyond our own labels or stereotypes, it is much that we can make the decision to break away from these harder to be open to other cultures and to forge international patterns and labels. The process of unlearning these learned friendships. If we invest in diversity in the American behaviors involves consciously interrupting this cycle. workplace, we will be able to adjust to other cultures in Hatred and intolerance are not always at the root of the international marketplace and thrive as a result. We prejudice. Social conditioning usually is. Where there are must initiate the process ourselves and move forward by cultural differences, tension is inevitable. However, the following these three recommendations: virtues of respect, understanding, and hope can follow, as 1. Getting rid of cultural baggage, but not the we confront the root of our biases and the biases of others. culture It is a discovery process we undergo as we interact with 2. Transcending old barriers and transforming into a diverse people, a process that forces us to come to grips valuable commodity, and with our hidden feelings and learn about ourselves and why 3. Redefining ourselves, but on our own terms. we are the way we are. Many of us regard the life boxes that we have created WRITING OUR OWN LABELS for ourselves as safe places, places where we can live in Labels define what is inside. For items purchased in our secure, personal comfort zones. However, our selfa store, they serve a valuable purpose. They save us the
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Diversity: Leaders Not Labels

Stedman Graham

expectations, both personal and professional, are diminished, they have with the labels we have been given, but we can Graham believes. We stop growing, and we are, in fact, change ourselves. It is not so much about blending in or holding ourselves back. The world today is fluid and diverse embracing a new label, Graham believes, but reaching and demands flexibility, uniqueness, self-confidence, and deep within ourselves to find our essence. Understanding understanding. If we are Its often said that popular culture is a way of having others understand clear about who we are and you. However, unchallenged stereotypes create a vacuum and only serve what we represent, we can to accomplish the opposite. thrive in a fast-changing world. We can find common ground with the rest of diversity means appreciating both the big and little things humanitywithout giving up our identity and ethnicity. that make a culture unique. We can assimilate without Diversity is changing the face of the American sacrificing our heritage or identity, and we must do it in workplace. Half of all consumers under the age of forty this emerging global economy. are now people of color, according to Graham, and threefourths of all American children under the age of ten are FORMERLY INVISIBLE RACES AND GROUPS also people of color. As these groups mature, catering Derogatory labels and language aimed at ethnic to them will require specialization and awareness of groups and minorities are slowly vanishing, but a tendency consumption patterns unique to varying ethnic groups. to stereotype remains ingrained in many people. It is not And, by 2008, new entrants to the workforce, he says, will only programmed behavior as discussed above, it is also a be 70 percent women and people of color. Products and fundamental characteristic of human nature to distinguish marketing philosophies must adapt as American business friend from foe by sorting out people. It is in our nature to cannot afford to ignore this dramatic demographic change. group or classify people. While grouping is natural, racism Businesses are challenged by the need to integrate cultures. is not, Graham points out. Racismas well as other forms Increasing competition means they must reach out into of bias against people who seem different from usis new markets or find fresh ways to serve their existing caused by a mixture of misinformation, ignorance, fear, markets. and negative social conditioning. Cultural and physical Multiculturalism in this global marketplace is, differences in human beings do not trigger labeling and undoubtedly, here to stay. There are plenty of opportunities other forms of bigotry, but they are often used to justify to go around, and we do not have to become a member of it. anyone elses culture to play a crucial role. One of the keys Various inaccurate or distorted labels and is to learn how to mold our uniqueness into something generalizations have been passed down through the positive for those around us. We have to figure out how centuries to all of us. Knowing how and why these labels to assert our own distinctive identity and determine how and distortions came to be gives us insight as well as a we can be a part of our now widely diverse American launching point, a place from which we can step away from society. Uniqueness today should be a commodity, and not these old boundaries to better understand ourselves and a liability. The world is not only awaiting our contributions, realize what is distinctive and important about ourselves. it is demanding them and rewarding them. At the same At that point, we can become leaders, not products of time, we have to be adaptable to other cultures, mind-sets, others labels. and generational styles. Native Americans are one of the most mislabeled, Labels have been slowly changing through the misrepresented, and marginalized minorities in our decades. Many Americans now realize that is acceptable nations history. As a result of exaggerated and inaccurate to have multiple identities. The degree to which third and labeling, Native Americans have been trivialized so that fourth generation families still list a heritage other than they are not much more than cartoon caricatures at worst American on the census is a telling sign of the meaning and exotic curiosities at best. The unique type of social and and importance of cultural or ethnic identity. We cannot economic alienation that Native Americans have suffered change how others view us because of the associations
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Diversity: Leaders Not Labels

Stedman Graham

makes the groups culture more likely to accept social labels and problems as a way of life. A vigorous, diverse, and influential Latino population is emerging. However, at present, this populations future continues to be undermined by a substandard educational and socioeconomic standing, the roots of which are in stereotypes and labels that are slow to die. Latinos remain typecast as laborers and migrants, an image perpetuated by mainstream America. Another stereotype assumes that Hispanic populations are mostly a regional phenomenon, centered in the southern, southwestern, and western states. This kind of thinking fails to view Latinos as a national presence, regarding them instead as a local issue. The transformation from a race-based culture into a talent-based culture is a long process. The struggle for socioeconomic equality continues today for many AfricanAmericans, four decades after Dr. Martin Luther King, Jr.s death. This challenge is evident in employment numbers,

While obviously settled as Asians in America, many Asians say they do not feel fully defined as true AsianAmericans. Already suffering under numerous stereotypes, many Arab-Americans found themselves re-labeled after the September 11, 2001 terrorist attacks, and the objects of the emotionally charged idea that all Arabs are enemies of the United States. The challenges that Arab-Americans now face include finding ways to put their best foot forward amid the disinformation and stereotyping. The biggest concern of Arab-Americans is the feeling that they are being discriminated against because of the perception that terrorists are only Arabs. In Grahams view, casting a net over an entire race based on the actions of a few only heightens the potential for backlash and discrimination. Although not a minority by strict definition (they make up more than half of the population), women have struggled for equal rights with men. Although we have come a long way since the By some estimates, women work close to two-thirds of the worlds suffrage movement, and work hours but earn only one-tenth of the worlds income. changes in American culture and economic structure have healthcare statistics, and incarceration rates. While Graham freed women for roles other than marriage and motherhood, stresses that minorities in American companies need to women are still catching up. Many women still feel transcend their race to succeed in our international culture compelled to judge themselves by the standards of a maleand global economy, he also points out that they must be dominated workplace and the pressures of the beauty allowed in the door first. In spite of continuing disparities industrys cult of perfection. in employment, education and healthcare, home ownership Business today, however, is talent-driven, not gender rates and the average income for African-Americans is or race-driven. What matters now is if a person has the rising. By 2007, the collective spending power of Americas skills and leadership ability to get the job done. The glass ethnic minority groups will exceed $2 trillion, outpacing ceiling for womenwhether it is the result of cultural the growth in white consumer spending by more than 80 tradition or managements inability to recognize talent and percent. leadershipcan be broken today. Power is in the hands Even the seemingly positive labels that characterize of each individual woman to transcend her circumstances Asian-Americans (such as being very proficient in science by recognizing the possibilities, affirming her worth, and and mathematics or being well-behaved as citizens) determining how to create opportunities and to capitalize on ignore the talents of many in this population. Such them. Women must create a personal brand that propels stereotypes squeeze a widely diverse group into a onethem forward on their career path and in the marketplace. size-fits-all mold. The model minority stereotype, while If leaders fail to make the most of the business potential seemingly complimentary, glosses over problems Asianof women, or of any of their people, they are limiting their Americans face from discrimination for some and from companies productivity and growth. the creation of unrealistic expectations for others. The fact Prejudice and those labeled, Graham notes, are not that a perpetual label of foreign is applied to Asians in always people of color. Caucasian members of the gay, American society, Graham says, has made this population bisexual, and transgendered communities, he reminds us, somewhat reluctant to challenge the American structure. as well as the physically disabled community and those
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Diversity: Leaders Not Labels

Stedman Graham

who have faced age discrimination, are also not exempt progressive and fluid organization. Leadership is about from labeling. Unlike other minorities, the disabled are not motivating people to take action to get the job done. People united by class or ethnic distinction and are often left out of are willing to respond to the right call: they want to be discussions on diversity. Disability encompasses a variety challenged. The most cutting-edge leaders are capable of of mobility impairments, visual and hearing impediments, seeing past their current circumstances to create positive mental illnesses, learning disabilities, autism, and longchanges that evolve with the times. Leaders have followers term or chronic illnesses such as cancer, diabetes, epilepsy, When your spirit is in distress, a negative spirit prevails and keeps you and AIDS. Unlike the previous from having a spirit of cooperation. When that happens, you cant lead yourself and you cant lead others. categories of minorities, accidents, sickness, or aging because they were first able to lead themselves. They built can land any of us in the disabled category at any time. By their foundation for leadership by thinking independently: focusing on the person and not the disability, we can foster they have engineered their own life brand. They are carried a more respectful and inclusive attitude toward persons with to the top by others who see their potential, and they, in disabilities and help remove the labels and stereotypes that turn, lift others as they rise. are built on ignorance and fear.
LEADERS NOT LABELS THE LEADERSHIP EDGE THE NINE STEPS TO TRANSFORMING AND THRIVING

Bias crosses all demographic boundaries and is kept alive by living in the past. It can only die when we stop stereotyping individuals based on their physical traits and the old labels of the past. We can move from labels to leaders by freeing ourselves from limitations and by bursting out of the boxes others have created for us. At that point, labels stop being a consideration. When we hear one, we ignore it or sidestep it; it no longer resonates with us. When we take that tack every day, we are authentically transforming into leaders. If we do not engage the world from our strengthsour talents and skillswe engage it from our weaknesses. We build the foundation for growth by taking more control of our lives and becoming more accountable to ourselves. We reinvent ourselves every day and organize our lives around the world, instead of allowing the world to organize itself around us. We are leading instead of being led. That is what diversity is all about for Graham broadening horizons and being inclusive. When we do not know who we are, then the world defines us by our exteriorby our house, our car, or our appearance. We give our power over to others to define us; we allow others to categorize and label us. Leadership and achievement all come back to change. The best leaders are also the best at change. Today, leadership is about being nimble, reacting quickly to the market and motivating and inspiring people to sustain a

In conclusion, Graham identifies a specific set of building blocks for transformationnine stepsthat can help us through the process of introspection and the building of our core strength every day. This is important, he believes, because without introspection and self-direction, the world says to us, If you are not going to control yourself, Im going to control you; Ill be the master and youll be the slave. This nine-step building process is designed to help us sustain the leadership building process daily in our fastmoving world and to free us from old constraints so that we can become leaders in society and not someone elses label. We must 1. Check Our ID 2. Create Our Vision 3. Develop Our Travel Plan 4. Master the Rules of the Road 5. Step into the Outer Limits 6. Pilot the Seasons of Change 7. Build Our Dream Team 8. Win by a Decision 9. Commit to Our Vision When we focus on what we love and what we do well and what we respond to, we have started the process of building who we arein other words, we are checking our ID. If we do not go through this step, we do not focus our lives on building our passions. We end up being average, doing average things with average people, with average
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Business Book Review Vol. 23, No. 45 Copyright 2006 Business Book Review, LLC All Rights Reserved

Diversity: Leaders Not Labels

Stedman Graham

results. Though some of us start with more opportunities than others, what makes us equal in the pursuit of selfidentification is one thing: we all have twenty-four hours. What makes us unequal is that some people use their twenty-four hours for productive growth, while others do not. In effect, they give away their twenty-four hours. Having a vision moves us out of our circumstances. Vision is a road map and a guiding light; it is our ability

cannot sustain ourselves over time doing something that we do not feel passion for. Stepping into the outer limits is a big step, and we can only take that big step if there is not a big emotional force holding us back. How big a factor is fear in our lives? For many of us, it is bigger than our own lives. Creating what we want in life based on who we are and on our own vision, not on who we were growing up, is a very powerful step. We cannot allow ourselves to Its no coincidence that business leaders who are the most active in remain locked in our old feardiversity tend to be constantly engaged in self-examination, looking based vision. Stepping into the deeply inside their company as well as outside for fresh answers and outer limits is a process that new talent. demands that we step away from our old inner limits and to see beyond our current circumstances. It is analogous re-create the world based on our possibilities and resources. to climbing a mountain. We will not ascend in a straight It does not happen overnight, however; it is a process line, and there will be obstacles, seemingly impassable that involves taking small steps. Eliminating the fearareas that we must go around or over. We have a vision of basedand often race-basedthoughts from our daythe top of the mountain, so we know where we want to go. to-day decision making is a gigantic step in our evolution Vision allows us to innovate, create, develop, and to see as business people and as individuals. Moving out of the possibilities. our history (backgrounds) and into our imaginations is To climb that mountain, however, we must be organized important because it exposes our possibilities and takes us and prepared. We must have a plan to actualize our vision further than where we areit takes us toward our outer to make it a reality. While it is one thing to create a vision, limits. it is another to implement it. We must ask ourselves, How As a society, we are going through countless changes will I use my twenty-four hours to work toward my vision? in technology, with the advent of the global economy and It is how we break the process down into pieces that will the assimilation of so many different populations into our dictate our success; segmentation is a powerful part of our society. As conditions change rapidly, we are changing our travel plan. We must figure out how we are going to manage mindsets. We are becoming more and more knowledgeable the small pieces to get the most value out of each, while about our possibilities to survive in the new economy. We constructively changing the whole. If we put the pieces are all looking at ways to reinvent ourselves based on new together, then that vision allows us to build our own culture. career ideas, new technologies, new opportunities, and our This added value helps us take our travel plan on the road own longer life spans. We must transform and pilot these as we create our unique brand so that we will have more seasons of change ourselves. We must be able to focus not added value than competitors. on our races or backgrounds but on what we do well and Our personal rules of the road that accompany our what we bring to the table. People are looking for value and vision and travel plan need to include guiding principles talent, and that search is colorblind. such as commitment, honesty, and hard work. These rules When we take chances and develop a plan based on our are the value system that we have created based on our passion, when we take the big step out, we will be looking personal vision of who we are. If we are focused on our for a like culture and like people to join uspeople who are passion and heading in a direction tied to our purpose and going in the same direction. They will be people who work values, the hard work and commitment will not seem so with us; others will be family members, fellow members daunting. Success is about going the extra mile. If we want of organizations and associations, or community members. to be great at something, we have to work twice as hard as Whoever they are, the team members relate to what we do the competition. It also comes back to sustainability. We

Business Book Review Vol. 23, No. 45 Copyright 2006 Business Book Review, LLC All Rights Reserved

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Diversity: Leaders Not Labels

Stedman Graham

and to our core base and vision. If we can build a foundation, then we can grow and attract quality teammates who will help us fulfill our vision. But if we cannot lead ourselves first, then we cannot build that leadership foundation with others. People are not going to seek us out if we do not have a strong vision and a strong core base, or if we do not know where we are going and cannot separate ourselves from the rest of the crowd. Life is about the choices we make. Our choices are based on how we see ourselves in the world and whether we believe in ourselves. Winning by decision in our lives goes back to clarityclarity on who we are, where we are going, and how we are going to get there. Winning by decision is making the choice to be successful. When we commit to something that we are very passionate about, it will sustain us. It is a pledge to what we believe in. It is not, however, easy to do. We must persevere to sustain it. It is our vision, and we must nurture it. In this changing, global society, we have to be more introspective and more focused. For Graham, commitment to our vision is a full-time job, and we have to constantly seek ways to achieve our goals and our vision based on what we want to do and need to do. * * * A subject index is provided.

growing up, and many of these messages were negative. We have, therefore, given our power over to others to define us as human beings. This can happen to people in every walk of society, and our educational system is not set up to rectify these negative messages or to teach emotional and social transformation. Graham chooses the analogy of boxing to illustrate his concept. Boxing is a sport in which the fight is often won before the match starts. The real battle is in the rigorous training and discipline the fighter exercised before going into the ring. With that having been said, often people feel as if they are doing what they want to do when they are actually doing something the external world has programmed them to do, and that is to be a consumer. When people treat themselves to a new dress or a new suit, a new electronic gadget, or a new car, they feel as if they are nurturing their inner beings, when in reality, they have been persuaded to buy these external things that make it look as if they are really doing something with their lives. They are buying into someone elses vision. For Graham, asking someone to become a leader instead of a label is more than a call for political correctness. It is a call for all of us to look more deeply into ourselves and others. When we see ourselves for what we are, we can more easily see others for what they areand not for what we want them to be. It is a call for an end to the old, traditional view of what is normal, to destroy the label we have been serving and to abandon the labels we have put on others.

Remarks
In Diversity: Leaders Not Labels, Graham, the author of four previous books on personal growth and business success, shows us that we can reap the benefits of a being a diverse, multicultural society by transcending the things that make us different. In that process, we will transform ourselves personally. For many minorities, however, succumbing to the labels that others place on them has, he points out, been a self-fulfilling prophecy that they have been unable to break away from. Millions of people of color, for example, believe that they cannot be successful in society because of their skin color. They have been programmed to believe that they are second-class citizens, so they act like second-class citizens. Many of us continue to be defined by our parents and the messages we received

Reading Suggestions
Reading Time: 5-6 hours, 256 pages in book While Chapter 1 traces the authors own transformation from race-based thinking, the essence of Diversity: Leaders Not Labels can be gleaned from reading Chapters 2, 3, 11, and 12. Chapters 4 through 10 provide background information about Americas major ethnic minorities, and, while they are not ethnic minorities, this section is unusually inclusive by its addition of chapters devoted to women, people with disabilities, as well as gays, bisexuals,

Business Book Review Vol. 23, No. 45 Copyright 2006 Business Book Review, LLC All Rights Reserved

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Diversity: Leaders Not Labels

Stedman Graham

and transgendered people. This is a thoroughly readable, engaging, and fast-paced book. CONTENTS Chapter 1: The Lessons of Whitesboro Chapter 2: Diversity at Work Chapter 3: Writing Our Own Labels Chapter 4: Native Americans Chapter 5: Latinos and Hispanic Americans Chapter 6: African Americans Chapter 7: Asian Americans and Pacific Islanders Chapter 8: Arab Americans Chapter 9: Gender Wars: Women Chapter 10: People with Disabilities Chapter 11: Leaders Not Labels Chapter 12: The Nine Steps: Transform and Thrive

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Business Book Review Vol. 23, No. 45 Copyright 2006 Business Book Review, LLC All Rights Reserved

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