Unlike most universities, our Board of Trustees is not the governing body. There is a Board of Governors, which is composed of six politically appointed Governors and five Governors from among the Trustees. However, there are also committees that span both boards. One is the Governors Committee on Intercollegiate Athletics, which is composed of both Trustees and Governors. I’ve been on that committee for three years—I asked to join it because I’m not much of a sports fan and I thought the committee would benefit by having someone who could give a more objective opinion.

Last December, during a regularly scheduled committee meeting, we were verbally briefed by Athletic Director Tim Pernetti about Coach Mike Rice’s having behavioral problems, and the AD said his solution was a fine, suspension and counseling. We were not told that Eric Murdock—a former Director of Basketball Operations—had compiled a video of Rice’s behavior. We were not told about the language being used or about the inappropriate physical handling of the student-athletes. I found out about the video the same way you did—on mass media, last week. The FBI is investigating how and why the video was released.

It’s hard to watch the videotape of Coach Rice’s slinging the F-word at his players, along with basketballs. If you watched it, you’ll note that he sometimes had a lackey standing by to reload his basketball hand for him. There’s talk in chat rooms about people not understanding the process of building a team—that’s a lot of garbage. I earned my commission in a program run by Marine Corps drill instructors. They did not touch us, nor did they use language like that. From that perspective, my opinion is that Coach Rice’s behavior was completely unacceptable. He should have been fired on the spot.

And that’s apparently what the AD wanted to do. But he was apparently counseled to get a legal opinion, so an outside law firm was engaged to investigate—a firm that does not have the word “diversity” on its website. The report was NOT provided to the board or the athletics committee; in fact, I had no knowledge that there was an investigation or report until it was emailed to me last week. The report was contradictory in a way—it said that Rice did not create a “hostile work environment” (really?), but that there were grounds to fire him. The most legally conservative approach was taken—Rice was given a suspension, fine, counseling and a monitor—and, apparently, his behavior this year was acceptable.

So what can we learn from this?

1. Understand your organization’s mission and values. In the wake of the Tyler Clementi tragedy, Rutgers accelerated its already good LGBT policies to be one of the best in the country. The coach’s behavior was completely unacceptable according to our own codified values.
2. Utilize your corporate-governance structure. If the athletics committee had been shown the video, I am certain I wouldn’t have been the only one to demand that Rice be fired immediately. The Trustees have good diversity—but it’s useless if it’s not utilized correctly.
3. Assume that information will go viral, especially video. Information wants to flow from secrecy to exposure. In this case, the video was an edited compilation, and I’ve heard the opinion that it’s “not fair.” I think it’s plenty fair, but whether or not you agree, there’s enough there to be very, very alarmed. And the point is that there is nothing you can do to stop it, so once you’re aware of potential exposure, treat it as if it is fact and already public knowledge.
4. Lawyers are very important teammates in a decision-making matrix. But they are not the decision makers—the president is. The most conservative legal decision in this case may have been legally correct, but it was morally wrong and is a financial disaster that will probably cost the university hundreds of millions in lost and/or delayed personal and corporate donations.
5. Ignorance does not abrogate guilt when it comes to public opinion. I accept my responsibility in allowing myself to be bamboozled, and I apologize. Although it’s very difficult for a board member to not be fooled when an organization is determined to be less than forthright, I’m not going to resign because I want to do my best to make sure this never happens again.
6. Reaction must be immediate. Senior leaders must have media coaching. The president waited a very long time to respond and the response was not good enough to make anyone feel better—thus compounding the damage done.
7. Remediation must be meaningful in order for trust to be rebuilt.

Our former AD, Tim Pernetti, is a great guy who ran one of the academically best athletic programs in the nation. His leadership skills elevated our program to national prominence, and he negotiated our way into the Big Ten. I watch the way people react to leaders—the broad diversity of people he surrounded himself with was very comfortable with him. Our president, Dr. Robert Barchi, was in his first semester as president when all of this was evolving and he’s had no experience with college athletics.

I want to close with what I consider to be the greatest tragedy: The end result of this incident is that we (leadership) betrayed our LGBT students, faculty, administrators and community members, and their allies, who constitute just about all of the Rutgers family. Our campus should be an oasis from oppression—and indeed, that’s what our own values state. No coach, professor, administrator or fellow student has the right to destroy someone’s productivity by spewing hate speech. This has nothing to do with “free speech”; it has everything to do with creating a space at a university where all can come to learn. A sequence of very bad decisions not only let this coach’s horrible behavior go unchecked, but once it came to light, the behavior was papered over and the checks and balances of committee work was circumvented. Especially on a campus where we lost Tyler Clementi just two years ago, this is completely inexcusable and unacceptable.

Luke Visconti’s Ask the White Guy column is a top draw on DiversityInc.com. Visconti, the founder and CEO of DiversityInc, is a nationally recognized leader in diversity management. In his popular column, readers who ask Visconti tough questions about race/culture, religion, gender, sexual orientation, disability and age can expect smart, direct and disarmingly frank answers.

The post Ask the White Guy: What I Know About the Rutgers Situation appeared first on DiversityInc.

All stated their opposition to the bill, but the damage was done, and as the heat started to rise, the governor signed the bill into law, bringing Tennessee into the circle of states that affirmatively oppress their LGBT citizens.

The corporate reaction to our questions was swift but after the fact. I think most companies’ headquarters were genuinely surprised by the actions of their colleagues on the chamber’s board.  That leads us to a “teachable moment”—here are some ground rules I’ve learned by observing companies closely:

1. Decision making is best by having clarity on your values.
Credibility received for your professed values is dependent on your decisive execution of actions based on your values. This does not preclude empathy and forgiveness for mistakes, but values cannot be parsed without exposure to repercussions.

2. Your best possible business outcome is dependent on your ability to equitably execute on fair and equitable treatment.
People treated fairly have a better relationship with you—better relationships transcend commodity pricing and increase the quality of your revenue stream. Better relationships also increase employee engagement and productivity—as well as reduce regrettable loss.

3. In the age of Facebook and Twitter, you cannot hide.
Your actions will be publicly evaluated and the resulting addition or subtraction from your brand image will have an impact on your business.

Here is some food for thought regarding human rights, business and our LGBT neighbors:

Rights afforded to one group that do not diminish another group’s rights are what this country is all about. This was the basis of women’s suffrage and the Civil Rights Act, Voting Rights Act and Americans with Disabilities Act—and it is the basis of the lawsuit that overcame the anti-LGBT Proposition 8 in California. The anti-LGBT forces could not produce a single expert who could show that same-sex marriage in any way diminished heterosexual marriage. Married couples have certain legal rights, and extension of those legal rights to same-sex couples does not hurt heterosexual marriages and does not force your house of worship to marry same-sex couples. Freedom from a state-run religion and freedom of religion from the state are part of our Constitution.

Here’s some personal advice if you think marriage is for one man and one woman: Don’t marry someone of your own sex.

Finally, especially for companies that are publicly traded and/or regulated by the government (which, in aggregate, includes just about every company), there are some things to keep in mind regarding communications, donations and membership:

1. Communications sent in “secrecy” are worse than no letter at all, as “secret” complaints constitute tacit approval.

2. An organization cannot stink selectively. The chamber’s actions were anti-LGBT rights, period. This cannot be parsed, and if your continued membership in an organization conflicts with your stated values, then you have a problem across the entire organization.

3. Conflict in values produces brand damage and potential exposure to lawsuits and is detrimental to shareholder equity. Your personal opinions or politics do not trump your organization’s need to do business properly. This is especially true for leaders.

Over the almost 14 years of publishing DiversityInc, we’ve seen the practice of managing diversity become more effective by orders of magnitude in the most competitive companies. Questions about diversity are now on 100 percent of DiversityInc Top 50 companies’ requests for proposals (RFPs). This directly communicates a statement of values. The ripple effect of diversity values is aggregating into a bow wave as globalization is enhanced by web and cell communications.  This gives companies unprecedented opportunities—and unprecedented responsibilities—that transcend nations.

This creates seemingly complex challenges—but I don’t think they’re all that complex: If you have clarity on your values, then don’t violate them; if you’re doing business with a company that violates your values, you are violating your values; and if you make a donation or support an organization that has facets that violate your values, then you are violating your values.

We will all make mistakes. As Dr. Cornel West said at one of our events, “We are all cracked vessels,” and the public is very forgiving of a speedy and forthright apology, particularly if it’s backed by redemptive action. Such as, for example, resigning from the Tennessee Chamber of Commerce.

Luke Visconti’s Ask the White Guy column is a top draw on DiversityInc.com. Visconti, the founder and CEO of DiversityInc, is a nationally recognized leader in diversity management. In his popular column, readers who ask Visconti tough questions about race/culture, religion, gender, sexual orientation, disability and age can expect smart, direct and disarmingly frank answers.

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Q: A reader commented on our article ‘You Must Have Voted for Obama’: 5 Things NEVER to Say to Blacks. He quoted a portion of that article and made an observation that makes for a good teachable moment. 

“Don’t assume all Blacks are African-American; there also are people who are African, Afro-Latino, Afro-European, Afro-Caribbean, etc.”
Thank you for posting that. One of my best friends in high school was Black but traced his ancestry back to France. It bothered him whenever someone referred to him as “African-American.”

On the flip side, one of my son’s best friends in high school was born in America, but both of his parents were born and raised in Africa. He could legitimately be called “African-American” but probably never will be since all of them are Caucasian.

Just goes to show, you can’t judge a book by its cover … or a person by his/her color.

A: Yes and no. I acknowledge that you posted your comment with positive sincerity; however, I agree with your first point, but not the second.

“African-American” refers to descendants of enslaved Black people who are from the United States. The reason we use an entire continent (Africa) instead of a country (e.g., “Italian-American”) is because slave masters purposefully obliterated tribal ancestry, language and family units in order to destroy the spirit of the people they enslaved, thereby making it impossible for their descendants to trace their history prior to being born into slavery. This was all in an effort to prevent enslaved people from organizing and revolting their bondage (look up Nat Turner).

Enforcing illiteracy of enslaved people (by law, with severe penalties—including death in some cases—for teaching an enslaved person to write) and obliterating any sense of history or familial ties was a tradition in our country starting in 1619 (before the Revolution) and ending after the Civil War. (One can argue that this practice continued into the 20th century.) This is why our African-American fellow citizens cannot trace their heritage past the continent of Africa. I’ll re-emphasize this point: Their personal and family history was purposefully obliterated by people who enslaved other people.

For purposes of respect, as well as providing context to current-day events and economic realities, it is important to acknowledge and understand this part of American history. America is unique in having people who are African-American. For a personal insight into what all this means, I suggest you read Frederick Douglass’ autobiography My Bondage and My Freedom. In addition to learning history in a very real and first-person way, you‘ll also learn things about our language—for example, the bone-chilling origin of the common phrase “sold down the river.” For an outstanding overview of the repercussions of slavery in the modern-day era, I most strongly recommend Michelle Alexander’s recent book The New Jim Crow. She will be speaking at our next DiversityInc event.

In the case of your son’s friend, post-slavery immigrants from a country in Africa can readily identify themselves by where they came from—it’s on their passports. Black immigrants from Africa can identify themselves by country and tribe (keep in mind that country boundaries in Africa are chiefly colonial constructs). A modern-day immigrant from Africa may refer to him- or herself by a hyphenated identity—“Sudanese-American,” for example.

A special note for the people who email me about their white ancestors who were enslaved: Virginia codified slave laws to be exclusive to Black people in 1705 (establishing white supremacy), and indentured servitude was ended by the early 1800s. Comparing indentured servitude of white people to the history of African-Americans is insulting, in my opinion, and I won’t entertain it in this publication.

The post Ask the White Guy: Is a White Person From Africa an African-American? appeared first on DiversityInc.

Question:

Why is it whenever white people defend their racism, the first thing they default to is “I’m not a bigot” and the second thing is “I have friends who are black”? I could scream.

Answer:
It’s disorienting for white people who think they really aren’t biased to be confronted with a reality they have not considered. You’ll also hear things such as “Oh, I guess we have to be politically correct” as opposed to something more accurate like “I guess I can’t manhandle your self-esteem anymore.”

Considering most interracial conversations happen at the workplace (Americans are socially very segregated), these common phrases of denial demonstrate how diversity training is crucial to productivity and engagement.

Luke Visconti’s Ask the White Guy column is a top draw on DiversityInc.com. Visconti, the founder and CEO of DiversityInc, is a nationally recognized leader in diversity management. In his popular column, readers who ask Visconti tough questions about race/culture, religion, gender, sexual orientation, disability and age can expect smart, direct and disarmingly frank answers.

The post ‘I Have Black Friends’ Doesn’t Mean You Aren’t Racist appeared first on DiversityInc.

Question:
Suppose someone possesses some of the stereotypes that are attached to their race, gender, orientation, ability and/or age. Do you think this person should embrace or deny these qualities, especially regarding perpetuating stereotypes and advancing in careers?

Answer:
Stereotypes are used to fit people into limitations comprehensible to the majority culture. Small-minded people cling to them as a means to make the large world digestible to their limited perspective. Even stereotypes that might seem somewhat positive—the “studious Asian,” for example—end up being self limiting: “studious but not leadership material.”

If you’re in an environment where the leadership embraces stereotypes, playing into that will only lead you down a cul-de-sac. If you have the means to leave, I suggest you do so—even if you’re a straight, able-bodied white man. Retro environments bring retro results.

If you’re in a progressive environment, playing into a stereotype is probably not going to mesh well with what the leadership is trying to accomplish.

My feeling is that people should embrace culture and celebrate differences. That is based on respect and appropriate treatment..

Luke Visconti’s Ask the White Guy column is a top draw on DiversityInc.com. Visconti, the founder and CEO of DiversityInc, is a nationally recognized leader in diversity management. In his popular column, readers who ask Visconti tough questions about race/culture, religion, gender, sexual orientation, disability and age can expect smart, direct and disarmingly frank answers.

The post Stereotypes: Embrace Them or Deny Them? appeared first on DiversityInc.

Now that Congress has overcome obstructiveness and ended “don’t ask, don’t tell” (DADT), and now that many states voted to recognize same-gender marriage, we need to keep in mind that it’s still perfectly legal in 29 states to fire someone because they’re gay—and you can fire someone over their gender identity in 34 states—according to the American Civil Liberties Union and Human Rights Campaign.

The discriminatory laws and lack of protections in these states tell us that it is not good enough for your particular work area in your particular company to have a “safe workplace.” We need all workplaces to be “safe”—as well as “safe sidewalks,” “safe schoolyards” and “safe neighborhoods.” There must be universal, nationwide protection of civil and human rights for LGBT people in all 50 states.

The good news is that we now have openly gay veterans, with Combat Infantry Badges, Air Medals, Purple Hearts and Silver and Bronze Stars walking proudly and openly in our society. No matter how red the state is, I don’t think it will be tolerable to treat combat veterans with such cruelty as to fire them for their orientation or gender identity. It’s a shame that we have to leverage veterans that way, but my hunch is that they won’t mind. I’ve never met a fellow veteran who didn’t agree with John Adams, who wrote, “Our obligations to our country never cease but with our lives.”

LGBT Rights: How Your Company Can Promote Diversity & Inclusion 

Most of our readers work for large corporations, and this is directed at that group: I implore you to use your influence on your organizations to continue to push the political process in the right direction in all 50 states. If you want a basic, pragmatic argument, tell your corporate leaders that this is about workplace productivity, customer service and higher-quality market share. It’s about building the right relationships with LGBT people—and their heterosexual family members, friends and neighbors who care. Leverage your veteran and LGBT resource groups to send a clear message to top management: It is good business to promote the end of LGBT discrimination. It is in the best interest of shareholders, employees and customers that corporate leaders be proactive in making that reality.

Now is the time—we now have openly gay service people and veterans (they are there now and were always there, but not openly) and we have Ted Olson’s brilliant legal logic against California’s Proposition 8, all of which underscores this reality: LGBT civil and human rights do not impinge on the rights of any other group. They are in the logical progression of our American revolution, which remains alive and well.

Let’s finish this job.

Luke Visconti’s Ask the White Guy column is a top draw on DiversityInc.com. Visconti, the founder and CEO of DiversityInc, is a nationally recognized leader in diversity management. In his popular column, readers who ask Visconti tough questions about race/culture, religion, gender, sexual orientation, disability and age can expect smart, direct and disarmingly frank answers.

The post Ask the White Guy: You’re Gay? You’re Fired! appeared first on DiversityInc.

Question:
Do all white men think all Black women are hoochie mama, welfare, child bearing, uneducated b******?

Answer:
No, I don’t think all white men feel that way about Black women. However, media images and the lack of interracial socializing have led to a situation where the distinct minority of white men can say that they truly know a Black woman. Even fewer can say with conviction that they trust a Black woman in either a business or personal relationship.

My friend, former Rutgers Business School Professor Dr. dt ogilvie, co-authored a phenomenal paper about African American Women Executives (AAWE). Her paper documents how AAWE leadership traits are very different from white women’s. They’re actually similar to white male leadership traits. This creates a conflict with many white men, especially those from my generation (age 47) or older. It comes from a mix of racial AND gender stereotyping. You’ll hear that expressed in terms like “You’re so articulate” or “Can you believe that this ‘little lady’ can do (insert normal business function here).”

Ignorance and confusion are hardly conducive to a good relationship. The good news is that there are a growing number of white men who know, trust and rely on their black women colleagues. By the way: If you are unsure of what a “hoochie mama” is, I recommend www.urbandictionary.com. It is a useful tool, especially for white men.

Luke Visconti’s Ask the White Guy column is a top draw on DiversityInc.com. Visconti, the founder and CEO of DiversityInc, is a nationally recognized leader in diversity management. In his popular column, readers who ask Visconti tough questions about race/culture, religion, gender, sexual orientation, disability and age can expect smart, direct and disarmingly frank answers.

The post What Do White Men Think of Black Women? appeared first on DiversityInc.

Why doesn’t DiversityInc extend an invitation to the federal government agencies to participate in the DiversityInc Top 50 Survey as corporate America does in sharing best practices for diversity management? It is much needed and I am sure that if they did, it might ring the alarm and move some mountains.

Answer:

We used to have a DiversityInc Top Federal Agency competition, but there is a consortium of Equal Employment Opportunity officers who decided to not participate, so after a few years of struggling along to get participation, I dropped the effort.

Of the dozen or so agencies that did participate (yours was not among them), results were not on par with the corporate sector. In my opinion, other than in the U.S. Navy (and currently, the U.S. Marine Corps), there is little leadership involvement. Read Retired Admiral Mike Mullen: Trust, Candor & Reliability for more on diversity in the military.

I don’t know how many times I spoke at federal agencies where some under-assistant-deputy-secretary-something-or-other introduced me and then ducked out so he didn’t have to hear my talk (and it was almost always a “he” and I could feel their disdain for the dog-and-pony-show diversity events that stood in for actually doing something).

I’ve observed that diversity management for federal agencies is much about face and little to do with actual work, accomplishments or accountability. Management is squirreled away in the EEO offices, where the leaders of EEO have very little interaction with people who actually run things and there is nothing more than compliance work going on. There is no “CEO commitment” among the majority of agency heads.

Old-School & Overwhelmed?

In my observation, President Obama’s executive order “Establishing a Coordinated Government-wide Initiative to Promote Diversity and Inclusion in the Federal Workforce” has resulted in no substantial change in behavior. I get the impression that most of the old-school federal executives are waiting to see what the presidential election will bring.

I must have had hundreds of visits to dozens of agencies over the years; I’ve been struck by the awkward and stilted manner that people interact with senior management. There’s a lot of pointy hierarchy and obsessive, starchy regimentation. I’ve never seen those attributes connected to productivity—and, indeed, I have the impression that if half of the federal workforce quit tomorrow, most Americans wouldn’t know the difference.

I had to laugh out loud when I read in The New York Times about the investigation into Google causing “one of the biggest violations of data protection laws that we had ever seen.” Michael Copps, who last year ended a 10-year term as a commissioner of the Federal Communications Commission, said regulators were overwhelmed. “The industry has gotten more powerful, the technology has gotten more pervasive and it’s getting to the point where we can’t do too much about it,” he said.

Here’s the best part: Aside from admitting that his agency couldn’t keep up, the fine for the “biggest violations of data protection” was (hold on to your hats) $25,000. With that stunning level of organizational accomplishment, do you think someone’s going to care about diversity?

Innovation From Diversity Management

In a meeting in Washington, I heard the best explanation for why things are the way they are: A very wise man posited that you can’t help but avoid hiring 2 percent incompetent people every year. But if you don’t fire anyone, 2 percent becomes 4 percent, which becomes 6 percent—and soon, the incompetents are running the roost and figuring out how to squeeze out the competent people.

I won’t out you or the agency you work for, but it’s been in the news quite a bit lately; it has fallen behind the times and is now a drag on the budget. This is a management issue, and diversity management falls into that category.

Your “alarm bell” idea isn’t going to “move any mountains” until the first “mountain” gets scooped into bags marked “fertilizer” and trucked away by someone in authority. There is no perceived reason for change, so no change is happening.

There is no such thing as a trickle-up diversity effort. Your wistful desire for change at your agency is not matched by a perceived business reason or accountability to improve effectiveness via diversity management, which would have all sorts of benefits.

These include organizational effectiveness, higher-quality recruiting, improved productivity, meritocratic promotions, improved supply chain, multi-culturally competent interaction with citizens (marketing and sales of your agency’s services), nuanced understanding of problems and opportunities, etc.

Watch the video below to learn how cultural competency through diversity management helped Novartis Pharmaceuticals Corporation, No. 13 in The 2012 DiversityInc Top 50 Companies for Diversity, save millions in marketing costs. The company, along with nine others, presented innovations at our Innovation Fest! diversity event.

All those things that corporations know are a competitive edge lead to innovation, a subject which around which your agency has consistently lagged.

Good luck to you.

Luke Visconti’s Ask the White Guy column is a top draw on DiversityInc.com. Visconti, the founder and CEO of DiversityInc, is a nationally recognized leader in diversity management. In his popular column, readers who ask Visconti tough questions about race/culture, religion, gender, sexual orientation, disability and age can expect smart, direct and disarmingly frank answers.

The post Ask the White Guy: What Is Wrong With the Federal Government? appeared first on DiversityInc.

Do you think diversity training is effective? What would make it effective?

Answer:

Most of the “diversity training” I’ve seen is not very sophisticated. Some companies think “compliance” training is diversity training, but that’s incorrect. In my opinion, to build a good diversity-training program, you have to first have a plan. To have a plan you need goals. And to get goals, you need measurement to tell you where you are. Here is a quick sequence:

1. Benchmarking (find out where your company is)

2. Engagement, broken out by race, gender and age (how the people in your company feel)

3. Understanding goals (approved by the CEO)

4. Diversity plan (to take from where you are and how your people feel to where you want to go)

5. Training (to help accomplish the plan)

DiversityInc has the most sophisticated benchmarking available—we use SAS software to crunch the extensive data we’ve collected (for 13 years) in the DiversityInc Top 50 process. We also use our own engagement survey to gain more perspective on the benchmarking data; if you can benchmark and survey by division, you can get very finite in finding where your opportunities are. In the past year, we’ve helped several companies align their diversity programs with the strategic direction of the company. This has the result of pulling in top management to the cause.

One more thing: Training for top management should be considered carefully. I’ve found that a discussion of legacy is motivating for senior executives. The recent presidential election has brought understanding about the business case for diversity in a way I’ve never seen before. There seems to be far more clarity on how effectively relating to people where they are is absolutely necessary to achieve the results you want. I’ve spoken at several meetings where I’ve seen an immediate change in tempo as a result of linking the reality around demographics and diversity-plan results to their roles as senior executives—and whether or not they’re going to leave their organization better, or worse, prepared to meet the immediate future.

Luke Visconti’s Ask the White Guy column is a top draw on DiversityInc.com. Visconti, the founder and CEO of DiversityInc, is a nationally recognized leader in diversity management. In his popular column, readers who ask Visconti tough questions about race/culture, religion, gender, sexual orientation, disability and age can expect smart, direct and disarmingly frank answers.

The post Ask the White Guy: Is Diversity Training Effective? What Would Make It Effective? appeared first on DiversityInc.

Question:

A colleague recently asked for my thoughts on a George Will column that described several incidents on college campuses where bigotry was directed at white men.

Answer:

George Will lifted a bunch of incidents from one website (thefire.org) that has a specific point of view. In my opinion, they’re using outlier events to concoct a trend. Nationwide, there are millions of college students—more than 800 universities granting doctoral-level degrees, thousands more four-year and two-year colleges—and here we have but a handful of questionable incidents, including some terrible mistakes and errors in judgment. Are there more than what’s reported here? Sure—but given that the entire mission of thefire.org is to bring these incidents to light, it’s still pretty sparse when viewed in context.

How many mistakes were made in the other direction (from white men to everyone else) during the time we’ve been alive? How many mistakes are currently being made? I can’t imagine that the overrepresented white men in academe are the most put-upon group of people—yet, here’s George Will (and Greg Lukianoff) trying to make a trend out of a bunch of unconnected dots.

He—and we—need to start looking forward. Rutgers’ graduating class at its last commencement was less than 50 percent white—and less than 50 percent men. Our future as Americans demands that we older white men understand our obligation to make sure our communications are crafted in a way that is received and absorbed, so we may successfully hand off our knowledge of being a good citizen.

This country has made its mistakes, but we have also liberated hundreds of millions of people in the last 100 years. As a combat veteran, you know this more than most. Was it worth it? Look at South Korea now. I’d say it was.

Korea’s success is a mirror of ours (as well as Germany’s and Japan’s). We have the world’s largest GDP because people can come here and achieve more of their inherent potential than anywhere else on the planet. This is entirely due to our struggle to advance human and civil rights. Our constitution is the longest-lived constitution on the planet, amended over time to abolish slavery and include women in the governmental process. Through legislative acts, our government has also ensured voting rights and civil rights, and included people with disabilities. With the end of Don’t Ask, Don’t Tell, we’re quickly moving to include our LGBT friends and neighbors in full citizenship as well. The demographics of our country have evolved; the white men of the Boomer and Traditional generations must ensure that our knowledge of the best of what it means to be an American is passed down.

We can’t do that if we’re needlessly obsessing over slights. Almost all of my nonwhite, non-male, non-heterosexual counterparts in business aren’t obsessing over the slights dealt to them—they’re looking forward.

So should we.

Luke Visconti’s Ask the White Guy column is a top draw on DiversityInc.com. Visconti, the founder and CEO of DiversityInc, is a nationally recognized leader in diversity management. In his popular column, readers who ask Visconti tough questions about race/culture, religion, gender, sexual orientation, disability and age can expect smart, direct and disarmingly frank answers.

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