As Aon Corp.’s financial planning and analysis director, Leonard McLaughlin said he would often stand out as the only African-American executive at outside meetings and functions as recently as five years ago.
When he’d see Aon Corp.’s then-Chairman Patrick Ryan, McLaughlin said he would ask, “Where are the people who look like me?”
So Ryan suggested McLaughlin become Aon’s director of diversity and inclusion.
“I didn’t see that coming at all,” said McLaughlin, whose entire career had been in finance. “I was beyond stunned.”
To learn his new job, McLaughlin met with Aon’s equal employment opportunity managers, “attended every diversity seminar known to man, networked with other chief diversity officers and read every diversity magazine and book I could find to immerse myself in my new role,” he said.
Soon, he decided on a plan — establishing diversity councils, liaisons to Aon’s three business units — to strengthen the firm’s ability to communicate with its clients about diversity and develop specific business unit objectives.
He also realized he’d have to change his management style.
“”To delegate was against my core. In the diversity job, I learned very quickly I needed human relations, our recruiters and Aon’s business leaders to make my job successful.”
Initially, delegating was “challenging,” said McLaughlin. But, as he became more comfortable, he saw the benefits: better implementation of ideas because more people were involved and gaining back as much as 30 percent of his workday to do other things.
McLaughlin, now 43, is president of Aon Cornerstone Innovative Solutions, a partnership in which Aon and minority insurance firms have teamed to increase minority business at Fortune 500 companies.
QIn your job, you vet potential minority business partners for Aon. What are McLaughlin’s do’s and don’ts for assuring the (minority business enterprise) is an appropriate partner for Aon?
ASuccessful MBEs have an ongoing business plan describing what their firm will look like in five years. I also look for companies with a sound financial plan and the right human capital to partner with Aon long term to deliver client value and create wealth in the communities we serve.
One red flag is no chief financial officer. I see this a lot: a chief operating officer and a person “kind of” doing the accounting.
Q: Anything else?
A: During the interview, I ask personal questions. If they’re on the road a lot, if they’ve got families, what kinds of activities do they do with them? I want someone with balance. This is a relationship business. To connect with clients, you’ve got to have lots of interests.
Q: As a mentor of African-American business exec wannabes, what’s the one question you’re asked most?
A: How did I get where I’m at. I talk about my work ethic and putting myself in a position where I have access to key decision-makers and senior executives. I talk about how I manage myself.
I’m a big believer in first impressions. I put myself in situations where I can introduce myself to a senior executive and talk to them about what they do or what I do. It’s networking. It’s being proactive and visible. You’ve got to be outgoing.
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