Page 102 - Forbes - USA (October 2019)

PROMOTION

Conversations at the Top

Marvin Ellison, CEO, Lowe’s Companies, Inc.

SKIP SPRIGGS: How did your upbringing help form your make is to surround themselves with people that think like
views around inclusion? them and look like them. You’re just limiting the strategic
discussion that’s going to take place. I often say, “Look, if
MARVIN ELLISON: I was raised in a small, segregated everybody is going to agree with me, I’ll cancel the meet-
Southern town, but my parents were very progressive think- ing and make all the decisions myself.” That’s my way of
ers. My dad would never allow us to say, “Well, this group of encouraging spirited debate.
people are bad because of what they did during Jim Crow.”
You have to take the time to get to know people as indi- At the end of the day, we are each products of where we come
viduals and never paint groups with broad brushstrokes. For from and what we’ve done. If you really bring those things
me, that translates into making sure that everyone has the to the table, and those things become part of your decision
opportunity to be viewed as an individual, not a stereotype. making, that’s a powerful combination to have. That’s what
I’m trying to facilitate.
And I remember college—a
large, urban university—where SS: Yes, right on, Marvin. And I
I’m sitting next to somebody from just saw your phenomenal sec-
Japan, somebody from Africa. ond-quarter results. One last
I loved to talk with them about question. With so much media
how they grew up. I learned the attention to race and gender
enriching, really magical aspects issues, it seems awareness
of the broadest array of what around diversity and inclusion
diversity means. has never been higher. Are you
getting any different communi-
Today, at Lowe’s, we don’t want cations from investors yet?
an environment where your
uniqueness doesn’t matter. The ME: To be honest with you, it
fundamental thing is: Can you hasn’t changed much. Most
do the job effectively? So we investors are focused on the
have to change the way some management team’s ability to
people think about individuals run the company with effective-
based on a stereotype. Every- ness and integrity.
one brings something special
to the table. But since I’m one of very few
African Americans running a
SS: Are there certain things major public company, part of
you do at Lowe’s to amplify ,I , SHUIRUP ZHOO WKHQ ,ŖP the role I take on is education
that message? of my leadership team and my
hoping the door opens for board of directors.
ME: Well, I’m a big believer in
the old saying “Talk is cheap.” RWKHUV ZKR ORRN OLNH PH WR When communicating with my
What really matters is your management team and board,
actions. When I got the chance EH QH[W LQ OLQH ř I want to be authentic. I take
to build this leadership team, the lead in having uncomfort-
we went out and hired diverse able conversations, not to be
executives. Now when I talk provocative but to help answer
about diversity and inclusion, the words carry weight. It’s questions where others’ lenses may not give them the whole
encouraging to see someone who looks like you being suc- vantage point. I try to create an environment where people
FHVVIXO DQG LW FUHDWHV D ULVLQJ WLGH ,W JLYHV \RX FRQŻGHQFH are not afraid to have those conversations, and I challenge
that you can get there too. others to lead if it is something that matters to them.

SS: Does having a diverse set of people around your senior I know I have an obligation to perform well every day,
leadership table lead to better business decisions? because that’s the ultimate scorecard for a public company
CEO. And if I perform well, then I’m hoping the door opens
ME: One hundred percent. The worst mistake leaders can for others who look like me to be next in line.

12 | DIVERSITY