We Can Not Take The Future for Grqnted

The Second Founding:  How the Civil War and Reconstruction Re-Made the Constitution by Eric Foner

I found this a challenging book  because of the complexity and oscillating changes  over time in the Supreme Court’s  interpretations of the meaning and intent of the 13^th and 14^th and 15^th Amendments.

The 13^th Amendment outlaws slavery and involuntary servitude, except as a punishment for a crime for which the party has been convicted. It  gave Congress the power to enforce this article.  

The 14^th Amendment rules that “all persons born or naturalized in the United States are citizens of the United States  and the states...and that no state shall make or enforce any law that shall abridge the privileges or immunities of citizens of the United States...nor shall any State deprive any person of life, liberty or property, without due process of law or deny to any person within its jurisdiction the equal protection of the laws and also gave Congress the power to enforce the provisions of this article.”  (There are two other sections, three and four, which are not really relevant today.)

The 15^th Amendment rules that the right of citizens of the United States to vote shall not be denied or abridged by the United States or by any state on account of race, color, or previous condition of servitude.

This Amendment, too, conveyed the power to Congress to enforce it through appropriate legislation.

What I took away from the book is how widely the interpretation of these amendments has been by the Supreme Court.  Even today, the potential expanse of these amendments to enforce true equality has been by no means tapped.

The force of these amendments was greatly strengthened by legislation passed from 1866-1875, principally the Civil Rights Acts.

Tragically however, h the Supreme Courts that ruled during the last quarter of the 19^th century were extraordinarily conservative. Indeed many members racist, and they sharply limited the scope of the impact of these amendments.  The key means by which that was done was to not allow the 14^thAmendment to apply to private actions (individuals and groups) but only to state and federally mandated laws.  This reflected a strong desire to maintain Federalism but also a very strong political bias to maintain what were very strong counter actions to Reconstruction and its commitment to advance the quality and freedom of blacks.

There are two major lessons I took away from reading this book:

1. The notion that the nation’s Supreme Courts have been “impartial” or “apolitical” is wrong.  Unfortunately, they have often been both.  In recent years, Republicans have recognized this and fought hard to gain the Presidency and hence appointment of judges sympathetic to their views.  In fact, this desire may well have been a decisive factor in the election of Donald Trump. And earlier,  Democrats did it too.  Witness Roosevelt’s ultimately defeated effort to “pack” the Supreme Court to uphold New Deal legislation.

 A major point of dispute in interpreting what was acceptable or not under the 13^th and 14^th Amendments has hinged on the question of what represented  badges of slavery.  For decades, for example, it was argued that segregation in transportation and education did not represent badges of inferiority; witness Plessy vs. Ferguson and numerous other cases.  Brown vs Board of Education changed that.

Today, we have the irony (from my perspective) that whites are claiming to be disadvantaged because of the application of a reasonable consideration of race as one of many factor sin constituting an incoming college class as recognition of the long-lasting discrimination against blacks.                

2. It is notable to see how even a judge like John Marshall Harlan, while ahead of his time as he lodged the one dissent in Plessy vs. Ferguson, came back with other rulings which supported what amounted to segregation.

This history underscores that we cannot take the future for granted.

 As Eric Foner writes, “rights can be gained and rights can be taken away.  A century and a half after the end of slavery, the process of equal citizenship remains unfinished.  The ideals of freedom, equality and democracy are always contested.”

Positively and with hope, Foner writes,  “the counter interpretation developed in Reconstruction and its aftermath, with its more powerful assertion of the rights enshrined by the Constitution of the Second Founding and the power of the federal government to enforce them, remains available, if the political environment  changes”.

I agree: There is no reason why the 13^th Amendment cannot be reinvigorated as a weapon against enduring inequalities rooted in slavery, or the 14^th’s clause related to the privilege or immunities of citizens cannot be understood to encompass rights denied by slavery and essential to full membership in American society today, such as access to an adequate education, or even the ‘reasonable wages’ to which Lincoln said that freed slaves were entitled in the Emancipation Proclamation.”

Why, Foner asks,”in the 21^st century should the right to vote not be considered a privilege 

of citizenship enjoyed by all adult Americans?” Why indeed? 

  

The Charge of Impeachment is Compelling—What Should The Senators Do?

The Charge of Impeachment is Compelling—What Should The Senators Do—Democrats and Republicans

My answer:  hold a serious trial in the Senate; hear testimony from all sides with an open mind; decide whether Trump has committed an impeachable offense based on all the evidence and the dictates of your individual conscience. Recognize this is almost certainly the most important decision you will ever be called on to make as a Senator. 

 The Nation deserves this—for today, tomorrow and the future.

Trump's phone call to President Zelensky and facts presented in testimony from multiple people over the last three weeks provide the basis, I believe, for a charge of impeachment against President Trump for trying to use the power of his office for political gain. 

As Peggy Noonan (a former speechwriter for President Reagan) described in a recent op-ed in the WSJ regarding the testimony, “Gordon Sondland was both weirdly jolly and enormously effective in doing President Trump damage.  He followed the president’s orders:  there was a quid pro quo; “everyone was in the loop, it was no secret.”  It was his third try at truthful sworn testimony and it was completely believable.

Fiona Hill, an undisputed expert on Russia and Ukraine, tied it all together.  Her testimony, combined with what came before, in Peggy Noonan’s words, made it clear “in a new and public way that pretty much everyone around the president has been forced for three years to work around his poor judgment and unpredictability in order to do their jobs.  He (the president) no doubt knows this and no doubt doesn’t care.  Because he is the boss, they will do it his way.”

As to impeachment itself, Noonan writes, “The case has been so clearly made you wonder what exactly the Senate will be left doing.  How will they hold a lengthy trial with a case this clear?  Who exactly will be the president’s witnesses, those who testify he didn’t do what he appears to have done, and would never do it?”

Noonan opines, “The reasonable guess is Republican Senators will call to let the people decide.  In a divided country, this is the right call.  But they should take seriously the idea of censuring him for abuse of power.”

In fact, based on a few discussions I have had, I believe many if not most Republican Senators will decide to do exactly what Peggy Noonan has opined.

I fear they will rationalize the decision to not hold a truly serious trial and not convict President Trump based on their conviction that this decision should be left for the American people to resolve in the upcoming 2020 election.  As support for their position, they will assert, with good reason, that the decision to convict would leave the country as bitterly divided as ever, if not more so.

This is a beguiling line of thought.  It is a rationale that honorable men and women can draw on to persuade themselves they are doing the right thing, despite the evidence that Trump has engaged in behavior not only unfitting for the President of our country but the leader of any organization.

However, make no mistake, this line of thought is fatally flawed and dangerous.

  

Why do I say this?

Most importantly because I believe we need to follow the constitutional provision of having a bona-fide trial.  It will allow the Trump administration to present witnesses and testimony that may exculpate Trump.  Maybe he would testify himself.  He has sometimes said he would want to do that. 

And it should present the opportunity to hear from other witnesses who so far have refused to appear and who may be in the best position to testify to Trump's actions and intent.

My basic point is that we are dealing with a critical matter, the resolution of which will impact more than today or tomorrow.  It will impact the Nation's enduring future. The question is, will the possibility that the President violated his sacred oath and broke the law be decided by the constitutionally ordained process or not.

While based on the facts as I now know them and the testimony I have heard, l believe President Trump has committed an impeachable offense, I would not be willing to reach a verdict on whether he should be removed from office until a fairly conducted Senate trial.

Some will say that a decision to convict on the part of the Senate would leave the country sharply divided despite the evidence.  That is probably correct. But consider the alternative—honestly, seriously. 

What if, after hearing testimony from all sides, the overwhelming evidence indicates that indeed President Trump did hold up military assistance and did ask the leader of a foreign country to help his campaign by asking its leader to investigate his principal opponent?  

Wouldn't we then want, indeed demand, the jury—members of the Senate—vote on whether Trump should be convicted of the charge.  I would. Indeed, it is what the Constitution demands they do.

Assuming the charge is proven so compellingly that it leads to a bi-partisan vote to convict and remove Trump from office, it would remove the grave risk that his demonstrated behavior and character and unpredictability pose to our nation if he were to occupy the Presidency for the remainder of this term and what could be another four years. 

The point of this essay is not to argue that as the necessary or eventual outcome.*

It is, however, to strongly argue that the evidence that a serious crime has been committed is clear enough that it deserves the trial the Constitution provides for. 

There is much more at stake for the future than what we can foresee in these closing moments of 2019.  What's at stake is our ability as a Nation to pursue truth wherever it leads and to hold everyone accountable to the law and to the provisions of the Constitution. 

* I would not want this statement to mask my utter disdain for Trump's character and behavior and my conviction that it is vitally important that he be defeated in his bid for a second term. We cannot afford a continuation of his erratic, unprincipled behavior and the sublimation of the character values of integrity and respect which define our Nation at our best. However, my deep "disdain" does not itself justify impeachment. That should await the findings and decisions reached by the Senate after a fair and thorough trial.

P.S.  On the importance of character, the words of the poet Robert Law ring true: 

Watch your thoughts; they become your words.

Watch your words; they become your actions.

Watch your actions; they become your habits.

Watch your habits; they become your character. 

Watch your character; it becomes your destiny. 

     

The Importance of "Belonging" And Why 300 People Show Up for a P&G Alumni Reunion

We read about—and most of us have experienced—a decline of trust in our institutions, whether that be government, religion, the media or business.

We shake our heads, perceiving people to be too often governed by self interest and failing to act in accord with principles we hold dear.

This can lead us to feel we are on our own.

Yet, we will never lose the  the desire to feel joined with groups or and organization which we believe share the principles we believe in. We will never lose the human instinct to "belong" to something outside ourselves.

This will of course start with our family. It is never to be taken for granted. Supporting one another. Loving one another.

But most of us will want more than that. We will want to be  part of a group or organization which reinforces values in which we believe: values of excellence; of integrity, of mutual respect. This is what makes participation on a winning sports team or top notch glee club a source of personal pride and validation years after the experience.

 And this is what makes a company like P&G so important. For to the extent to which its ambitions, accomplishments and actions, and  the values that underpin them, mirror our own values we will have that sense of "belonging" for which we as human beings yearn. And that feeling of "belonging" becomes more important than ever in the fluid, skeptical world in which we live.

This is what importantly explains why 300 people traveled from around the world to attend a P&G Alumni reunion in Madrid, Spain earlier this month. No matter how short their tenure with P&G  had been or how long it had been since their retirement, there were still those values and and experiences which they shared and which they took joy and satisfaction in being nurtured and reminded of  by being together again.

Beyond the Pale—President Trump and Ambassador Yovanovitch

As we all know, and I have written before, President Trump has said and  done countless shabby things which would have gotten him fired from any organization worthy of a modicum of our respect.

But for me, yesterday hit another new low mark.

Even while Ambassador Yovanovitch—a woman who had served our Nation for over 30 years in hard ship, dangerous posts around the world—was testifying to  the best of her ability, the President tweets to his 60 million+ followers, "Everywhere Marie Yovanovitch went turned bad.."

Legally speaking, this was probably not the Trump statement about the Ambassador which will most fit the definition of "witness intimidation". His vague but threatening remark about the Ambassador in his phone call with President Zelensky fits it more clearly,

But for revealing the sheer meanness and inhumanity of Trump's character and his utter disregard for truth, this for me sets another high watermark.

We are so much better than this as a nation. We cannot stand another 4+ years of this appalling demonstration of lack of character and observance of common decency.

The Life Changing Impact of Transformational Relationships and Experiences

A good friend of mine, Janet Reid, is about to publish a book (co-authored by her partner, Vince Brown) committed to improving the track record of organizations in advancing diversity and inclusion.  She asked me to write a Forward.  

In reading the manuscript, I was struck by a concept which Janet identifies as key to a person’s development, specifically the presence (or absence) in their lives of “positive transformational relationships.”  I find this a huge idea.  I’m going to elaborate on it here.

I think there are, generally speaking, three kinds of relationships which one person can have with another person. 

The relationships can be “transactional,” “personal” or “transforming.”  

Most relationship are transactional.  Dealing with a dry cleaner, or the clerk in the grocery store, or the waiter in a restaurant; they are transactional.  There are many relationships at one’s place of work that will be transactional.  

Over time, transactional relationships may become personal as one gets to know another person better.  

Examples of personal relationships would likely include a parent’s relationship with his or her children’s teachers; your relationship with your doctor or with your personal assistant or financial advisor.

These relationships rely on mutual respect, on a decent understanding of one another and a reasonably high level of trust.  Without these elements, a personal relationship is not likely to be satisfying or successful over time.  

Finally, at the top of the hierarchy, there are “transformational” relationships.  I will define what they are and what their impact is with a series of questions and answers.

• What distinguishes a transforming relationship?  For the recipient:  
• It elevates the expectation of what the individual can accomplish, and what they are capable of.
• It makes them feel they matter, that they belong, that they are “in the house.”  That, “I have a future here.”  
• The trust a person feels and the belief that they are valued enable a person to be freer to be themselves, to take risks, to feel that they are part of a team. 

• For the provider or initiator of the relationship:
• It affirms the reality of another individual’s ability to grow as a result of your trust and high expectations.
• It demonstrates “what is possible” as an individual responds positively and accomplishes more than before.

What have been the most meaningful examples of “trusting relationships” in my life?

1. My wife’s finding me worthy of marriage.  This literally made me feel that anything was possible.  It was the greatest possible validation that I was a worthy, loveable person.  

2. My first two-up boss and his wife invited me to his home for dinner many times.  His telling me not long after I joined the company that one day he felt “everyone may be working for you,” a statement I could hardly believe.  He made me feel I belonged in the company, that it could become a family for me, that I could succeed.  My relationship with him became a lasting one, right up to the time of his death.  

3. My house master and math teacher in high school clearly had higher expectations of me than I had of myself. He established high standards and did so in a way that I knew he was with me every step of the way.  My relationship with him, too, lasted right up to the time of his death.  

4. My three-up boss when I joined the company, and later the man I worked for for half of my career, Ed Artzt, was a tough taskmaster.  He allowed me to pursue an initiative that I felt he didn’t think would work but carried sufficiently high potential and such little risk that he let me try it.  He spent hours with me one-on-one.  We didn’t always see things the same way; he didn’t even always seem to listen to me, but I knew he respected me and believed in me.  It was a powerful transforming relationship even as it had its ups and downs.

5. My relationship with a distinguished judge, Nathaniel Jones, an African-American for whom my son clerked and whom I’ve known for decades, opened my eyes to the power of diversity and the qualities of integrity and courage, which he possesses at the highest level.  The mutual trust we have for each other is reinforcing and strengthening.  

These are just a few of the transforming relationships I’ve had.  

What about transforming experiences?  

A transforming experience, like a transforming relationship, elevates a person’s expectation of what they can accomplish.  It demonstrates that they are trusted and respected.  It affirms and validates their instincts to do what they think is right, as “being okay.”  Transformational experiences provide totally fresh insights on what matters most in an organization and life in general.  They highlight what values really count in the purpose of the organization and what makes it succeed.

Transformational experiences don’t always grow from a transformational relationship, but many do occur within one.

Here are examples of transformational experiences I have had:

1. Being asked to undertake the outfitting of PT boats for Vietnam when I was in the Navy, a task I felt totally unprepared for.  But reaching out to work with other experts, I did it.  It gave me enormous confidence.

2. Being challenged by a person in P&G down the line who told me that I should have taken a stronger leadership position on a particular issue.  He was right.  He made me reassess the balance of my leadership between getting input and moving on.

3. Bringing the union and management together when I was working at Yale to improve the condition of the Yale golf course, which had fallen in ranking among college golf courses in the nation from #1 to #75.  Folks told me we couldn’t get the union and management to work together. I disagreed.  I got everybody together and we showed we could.  The golf course has returned to #1.

4. Being asked by John Smale, who, at the time was my senior by many levels, to work with him to develop a new exhibit for the Cincinnati Art Museum.  This was transformational in many respects.  It showed John cared about me; before I wasn’t even sure he knew me.  It opened me up to the community; it made me see I could do something good in the arts area.

5. Ed Harness, then CEO, casually telling me to “take care” of myself, because someday “you might be leading the company.”  This was 15 years before I became CEO.  It was transformational in giving me a vision of what I might eventually be asked to do, which I had not conceived of.  

Another unforgettable transforming experience which Ed Harness gave me occurred shortly after I was appointed General Manager for the P&G Italian business.  Ed, who had recently been appointed to be CEO, was making his first visit to Italy.  It was a very difficult time.  Our business was in tough shape.  Inflation was high and the Communist Party was within one point of gaining majority control in the government.  There wasn’t a lot of good to talk about, other than our forward-looking plans, in which I had confidence.  

I don’t recall what I said to Ed during the business review.  I know I was uptight.  He must have sensed that.  As the two of us were walking together to leave the building, Ed paused.  He put his hand on my shoulder and, with a smile that one would have had to know Ed to fully appreciate, he said:  “John, sometimes you have to wait for the other shoe to fall.  You are doing the right things.  Everything will be alright.”  I’ll never forget that.  It gave me a sense of confidence and freedom that I had not had before.  I knew Ed cared about me, and I felt he valued me.

6. Francie and my being sent to Italy as General Manager, giving me a leadership position far beyond what I had before and putting us in a new environment of learning about people who were different from us but shared the same characteristics.  This experience transformed what I understood a “good life” to be in balancing personal relationships with the business.

7. In a diversity training class, I was asked to play the role of an African-American female at a P&G plant.  In the role play, I was supervised by a women who played the role of a white man who had two basic dislikes when it came to those working for him:  African-Americans and women.  I was the composite of both.  I remember what that felt like, though it’s more than 30 years ago.

8. My experiencing the death of family members (my sister and my parents) and a close brush with death myself in my battle with cancer conveyed the fragility of life and the overriding importance of family.  

9. I observed the company’s decision to withdraw the product Rely from the market, at great financial sacrifice, because the safety of our consumers matters more than anything.  This experience was one of many which cast P&G’s commitment to “do what is right” in stone.  It was transformational.

 Transformational Relationships I’ve had With Others

1. Influenced, I’m sure, by the recognition of the transformational experiences others had afforded me, I played the same role, sometimes without even knowing it.  

Johnip Cua was one of the most outstanding General Managers I ever worked with.  Years after the event, he reminded that when he was still a young Product Supply manager, I had observed him in a meeting and recommended to his line management that he undertake a training assignment in Marketing, leading to General Management.  Johnip recalled, “It took me two weeks to think through what I wanted to do, and what I thought I was capable of doing.  To be honest, I was not sure but, because you placed so much trust in me, I decided to accept the challenge; and the rest was history…”  And what a splendid history it became.  Johnip led the Philippines to record after record, year after year.

2. One of the longest-lasting transforming relations I have had has been with a long-term P&G associate, Beverly Grant, an African-American woman who became a key leader in P&G’s Sales organization and today serves as Chair of the Board of the National Underground Railroad Freedom Center.  A couple of years ago, Beverly recalled a meeting we both attended in January 1987.  She had been with P&G for only two years.  As she remembers, “During that one hour meeting, you shared your perspective on your experiences here at P&G, as well as the potential you believe all employees have if they work smart, demonstrate leadership and develop their ideas and winning propositions for the company.  

Wow, did you inspire me as a second-year employee!”

Beverly has inspired me by what she has accomplished and by the person she is ever since.

3. Another reciprocal “transforming relationship” I have had is with Eugen Mihai.  I met Eugen some years after he retired from P&G.  I had first known him in Romania.  He reached out to me and said he wanted to help me translate a book I had written into Romanian.  He did that and we have been together personally and through correspondence for more than five years.  He has gone on to great accomplishments, including publishing a well-received book on negotiation.  He wrote me a note in the first week of October, accompanied by a picture of him with his negotiation training class.  The picture showed a photo of me and one of my most deeply felt beliefs: “Life is all about relationships.”

Eugen wrote this, “I could not pass the opportunity to say that it was your support and encouragement that made me publish the book (it is in its fifth edition) and start doing this (negotiation) training.”

4. Another “transforming relationship” I enjoyed was with Julie Grant.  Julie was a rising star in Yale’s finance group when I worked at Yale during 2004-05.  Upon my leaving Yale, she wrote me these heartfelt words:  “You have opened for me a whole new world in which personal values are important in the workplace.  You have made countless contributions to Yale but, for me, the one thing that will always stand out is how you referred to ‘men and women’ in the workplace.  That little thing goes a long way, in my mind, to our remembering that the people are the most important things about an organization and, without the people, the rest doesn’t get done.”

Julie went on to tell me that this experience had led her to change her future academic study and career.  She was an inspiration to me.

I was “paying forward” what others had done for me.  These experiences encouraged me to be more intentional in creating more relationships of this kind.

A recent event said it all.

The life-changing power of transformational relationships was on vibrant display on the night of October 4 in Cincinnati’s Music Hall as the Cincinnati Youth Collaborative held it’s “Dream Makers Celebration.”

Student after student came to the stage to tell us in utterly persuasive words how a relationship they had with a mentor had changed their lives and put them on a course to attend college and, above all, to feel good about themselves.

The audience, and I among them, rose from our seats to salute them, each and every one.  Our hearts were full and our spirits tingled and no small amount of tears were shed.

We were witnessing what’s possible when someone knows they matter and that they are cared for.  Dreams were being converted into reality right before our eyes.

As I attended this “Dream Makers Celebration” on October 4, I remembered my first mentee, Kevin Andrew.  I met him over 30 years ago, in 1988.  He was a sophomore in high school.  First a mentee, then a close friend of mine and my family.  I attended his wedding.  I saw his children grow up.  I wrote him last week to tell him I was thinking of him and hoping we could meet soon.  I told him how close I felt to him.

Kevin wrote me back:  “Your generous feelings about our friendship warm my soul.  I’m truly blessed and humbled to have the opportunity to grow and develop under your stewardship and wisdom.  The Cincinnati Youth Collaborative legacy and impact continues to transform and enrich lives on a scale that is incomprehensible.  Until we meet, may you and Mrs. Pepper continues to have joy and much happiness.”

How important are transformational relationships to the development of an individual’s leadership strengths?

They are very important.  They are critical to creating confidence, the freedom to act decisively, to be oneself.

At P&G, every employee enters the company with strong aptitude and attitude strengths as measured by the best screening tests we can develop.  Yet, some individuals progress further than others.  There are many reasons for this, of course:  their ambition, their aptitude for the work, their love of the work as they get deeper into it, their passion and commitment to continue to learn and to grow.

Beyond these factors, however, critical to an individual’s development are the number and the quality of the transformational relationships and experiences that impact their lives.

This begins with their boss.  How committed and how accountable do they feel to the development of the women and men working for them?  How do they understand them?  Do they interact in a way that creates a transformational relationship or is it more of a transactional or, at best, a personal relationship?

Are they conscious of how a transformational relationship will influence the employee’s progress for years to come?  Are they intentional in seizing opportunities to create a transformational relationship and provide transformational experiences?

Yet another reason why transformational relationships and experiences are important.

 As employees go through a career, they are, like it or not, likely to experience some relationships and experiences which not only fail to be “transformational” in a positive sense, but can be “transformational” in a negative sense.  If and as that has happens, it is vital that an individual have had sufficient positive transformational relationships and experiences to be able to identify the negative one as atypical of the company as it wants to be at its best.

I have encountered negative experiences, ones that left me feeling that the person I was reporting to was not listening to me at the moment or wasn’t giving me the respect that I was due.  I counselled myself in these instances:  “Don’t let this get you down, don’t let it lead you to feel sorry for yourself.  Remember the positive experiences.  Remember who you are.”

All of this is to say that positive relationships and experiences are essential to girding ourselves for what will hopefully be a minority of negative experiences.  Memories of positive relationships and experiences can pull us through challenging moments.

What does it take to create a transformational relationship?  

It starts by getting to know the other person as an individual.  Personally.  Thoroughly.  The individual’s background, their family, their goals, their worries.  I’m not suggesting you approach this with a check-list mentality.  That wouldn’t work.  It has to be developed with the mindset which amounts to an expression from your mind and heart, “I care about you.  I want to get to know you in any way that will help your development.  I feel accountable for your development.”

I have found creating a transformational relationship is not as time-dependent as one might think.  My relationship with John Smale is an example.  It was truly transformational even though he came in and out of my life at interspersed times, giving me, looking back, what were transformational experiences.  For example, I recall in the mid-1980s, proposing to John that we expand a new brand.  I proposed it two times.  Each time, he turned me down.  I was back for a third try.  This was his response to me:  “John, it looks like you continue to want to do this.  I put you in the job.  I will follow what you believe we should do.”  John had given me the benefit of the doubt.  He trusted me.  

It’s worth noting that I have had the benefit of transformational relationships with leaders of very different temperaments.  Some were very tough and demanding, others more overtly supportive.  It didn’t matter.  In every case, I knew they believed in me and wanted me to succeed.

At their most powerful, transformational relationships are shared and mutually reinforcing, a virtual circle if you will. 

My relationship with Janet Reid, whom I mentioned at the outset of this essay, is an example.  In a recent note to me, Janet wrote, “I have seen and experienced the power of relationships that go beyond being transactional to become transformational.  My relationship with you has been that way for me.  I have told our story many times to illustrate what would make a true difference in corporate America and in our communities.”  

In fact, I have told that same story about Janet, from my vantage point, many times.

The power of reciprocal transformational relationships is incredible.  

As I wrote in my book, What Really Matters, “Those relationships in which I have felt free to talk openly without fear of embarrassment have been amazingly productive.  We have been able to cut through the superficial chatter to the essence of issues, whether business or personal, quickly, imaginatively, and honestly.  Those relationships have been important to me in other ways, too.  They have made me feel in touch with another person whom I respect and trust and who respects and trusts me.  They made me feel alive.  They brought me joy and with that joy has come creativity, energy and determination I otherwise would not have had.”

Is the creation of transformational relationships and transformational experiences particularly important in the development and advancement of minorities?

Yes, I believe they are.  In fact, together with the basic sense of accountability every leader should have for the development of his or her people, I believe the creation of transformational relationships and the provision of transformational experiences are the keys to accelerating the advancement of minorities.

Even though arriving at P&G with equivalent credentials as majority employees, many if not most minorities enter the company carrying some fear that they may not belong, or that they may need to act differently in order to fit in with the majority.  Speaking generally, even more than majority employees, they will benefit from relationships and experiences that affirm, indeed elevate, their expectations, their sense of worth, their sense of belonging, and their confidence.

Yet—and here lies the challenge—it will often be harder for a leader to develop a transformational relationship with a minority, someone different than they are.

It is a fundamental truth that we feel more comfortable getting close to people who are more like us.  If we hold a measure of implicit bias, which virtually all of us do, our relationship with a minority can easily default to a transactional or, at best, a personal one.  It may feel uncomfortable getting close.  We have different social lives.  We don’t want to give offense.  All human traits.

What do we do about this risk?

 We recognize its reality.  We acknowledge the tendency to not risk ourselves in what might be an unpredictable, transformational relationship.

So what do we do?  We become intentional.  We recognize the power of building a transformational relationship and providing transformational experiences in other lives just as they helped us in our development.

We take the time to truly know the other person.  We give him or her the benefit of the doubt in a close decision, not with any caveats but right down the line.  We look for an opportunity to ask them to help us on a special business or outside of business project, as John Smale asked me decades ago to help him in developing a new exhibit for the Cincinnati Art Museum.

I believe there will be value in researching the incidence of transformational relationships and transformational experiences during the careers of majority and minority employees, at different levels of advancement.  

I believe we will find a greater presence of such relationships and experiences in the development of our majority employees.  I also feel sure that as we understand the source of confidence and career advancement for those minorities that have progressed the most, we will find they have been empowered by an abundance of transformational relationships and experiences. 

Hopefully, this evidence will help drive us to be more intentional in providing these relationships and experiences to all employees.  

A final word on this subject of transforming relationship and its relevance to advancing diversity and inclusion.  

In a chapter I wrote in my book, What Really Matters, I conclude my discussion of what it takes to make diversity and inclusion a reality with this reminder:

“Let us never forget the overriding importance of showing we care about one another…one by one.  We will not reap the benefits of diversity, personally or for the business, by simply checking off a ‘to-do’ list.  We need strong personal relationships founded on respect, trust and a belief in our common humanity.  We all have benefited mightily from such relationships.  They have heightened our expectations and our confidence and expanded our feeling of influence and belonging.”

For most of us, it is easier to have personal relationships like this with people who are the same as we are than it is with people who are different.  This is a tendency we must overcome. As Fellow Charles Handy of the London Business School wrote in his essay, Beyond Certainty:  “You don’t have much sympathy for those you never meet or see.  We need to rub up against people different from ourselves just as much as we need to join up with our own sort for comfort and security.”

I would amend Handy’s advice by saying that we need to do a lot more than “rub up against people different from ourselves,” especially for those who work for us.  We need to come to know them as individuals.  We need to be able to live in their shoes as best as we can.  We need to try to see the world through their eyes.  We need to listen to them.  In one way or another, we need to show we care and we need to convert that caring into advice and support, frank and constructive, that they will understand as directed at one objective:  helping them grow.

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