Diversity Executive - November 2008 - (Page 49)

Roy E. Weathers U.S. Chief Diversity Officer PricewaterhouseCoopers At PricewaterhouseCoopers, diversity and inclusion take front-row seats. After all, to drive the innovative solutions the organization provides to more than 70 percent of all Fortune Global 500 companies, it must leverage the unique knowledge, ideas and opinions of its diverse workforce. “I think, quite honestly, companies are starting to equate their efforts in this area of diversity with who they are as a company, their brand, the intangible part of ‘Why should I do business with you, Company X versus Company Y?’” said Roy Weathers, U.S. chief diversity ofﬁcer for PricewaterhouseCoopers (PwC). “And I think companies and ﬁrms are really starting to realize that this is an area where they can create some distinction when it comes to their competitors. We’re talking about a competitive advantage driven by the fact that the consumers of products, the buyers of services, are diverse.” In fact, a signiﬁcant part of Weathers’ job includes regularly consulting with clients to better understand expectations, share insights and develop best practices when it comes to diversity. He also is responsible for creating and implementing recruitment, retention and development strategies for the ﬁrm’s diverse talent, as well as establishing an inclusive work environment. Before assuming the role of chief diversity ofﬁcer in July 2007, Weathers worked as a tax professional at PwC, beginning his career in 1991 and working his way up to become a partner in the ﬁrm. His appointment to the role of CDO was a natural choice for the ﬁrm because its leadership team ﬁrmly believes in bringing the business perspective to the practice of diversity and inclusion. “I ﬁt that proﬁle in the sense that I came up through the ﬁrm, made partner here, understand the business and had been involved in our diversity efforts for some time,” Weathers said. When it comes to his personal strategy for diversity and inclusion, Weathers said three points come to mind. The ﬁrst involves the issue of cultural dexterity. “Cultural dexterity is the ability to connect across myriad areas and focuses that are different,” he said. “It’s going to be impossible to be a true leader in the world we face going forward without a minimum level of cultural dexterity and cultural competency.” The second major goal involves listening to clients, Weathers said. “This whole notion of diversity is vitally important to us and to our organization, but it’s vitally important to our clients. Our clients are speaking up more and more, and sharing Cultural dexterity is the ability to connect across myriad areas and focuses that are different. It’s going to be impossible to be a true leader in the world we face going forward without a minimum level of cultural dexterity and cultural competency. – Roy E. Weathers U.S. Chief Diversity Officer PricewaterhouseCoopers November/December 2008 | www.diversity-executive.com | Diversity Executive 49 http://www.diversity-executive.com

Table of Contents Feed for the Digital Edition of Diversity Executive - November 2008

Diversity Executive - November 2008 Editor’s Letter Contents Leadership Connections Guest Editorial Diversity Executive Online Middle Management Roadblock ‘Hidden Winds’ Hinder Progress The Domino Effect Supplier Partnerships Unlock Economic Opportunities Measuring Diversity Special Section: Who’s Who in Diversity and Inclusion Dimensions of Difference Overcoming Language Diff erences Business Intelligence: Combating Subtle Discrimination Case Study: Shifting Diversity Into Overdrive Advertisers’ Index Editorial Resources Strategies

Diversity Executive - November 2008

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