EY's Ali Master: Protégés Primary Responsibility Is to Get the Maximum out of the Sponsor-Protégé Relationship

Ali Master, Senior Partner at EY, talks about the work of the firm's Inclusiveness Advisory Council and gives advice on how protégés can successfully manage the sponsor-protégé relationship.

Ali Master is a senior partner in EY's National Tax Department and is based in the Dallas office. He leads EY's Workforce Advisory Services including the Affordable Care Act, Employment Tax Advisory, and Hiring Tax Credits.He has been with EY for 23 years and has been a partner for almost 15 years.Ali has extensive experience designing and delivering managed tax services to national employers.He is supported by a cross-functional team with over 300 professionals.

Ali is member of EY's Americas Inclusiveness Advisory Council and also co-chairs the firm's Asian Partner Work Group—a partner group committed to advancing equity for EY's Asian professionals.

Ali holds a bachelor's degree in accounting from the University of Texas at Dallas. He is a board-certified CPA and also holds a CCIP (Certified Credits & Incentives Professional) designation through the Institute for Professionals in Taxation.

DI: Why is diversity and inclusion important to you?

Master: I have personally experienced the powerful impact of diversity & inclusion (D&I) on my own career by having inclusive leaders, mentors, and sponsors who believed enough in D&I to allow me opportunities that otherwise would not have been possible.To elaborate further, I had a somewhat non-traditional start to my career.Prior to joining EY as 2nd year staff, I had already worked for several years for a boutique firm that specialized in certain niche tax services.Having an entrepreneurial bent, I wanted to start a similar new business at EY. It took serious sponsorship, inclusion, and belief on the part of several key EY partners that availed me the freedom to start building a new practice at EY even as a young senior.They saw "different" and embraced it.The mentoring and coaching I received along the way completely changed the trajectory of my career. It also resulted in tremendous dividends for the firm proving the business case for diversity and inclusion.

DI: You are a member of EY's Americas Inclusiveness Advisory Council. From your lens, how important is an executive diversity council to driving a company's D&I strategy and holding senior leaders accountable for results?

Master: I believe such a council is vital and I am so glad that the firm has continued to make this investment.Having the executive diversity council has a multipronged impact in cascading the importance of this business imperative.First, it allows for an open and candid dialogue with leadership about our results and the gaps that may exist.It also provides senior leadership an opportunity to 'get out of the board room' and listen to a wide range of perspectives.Second, since many of the IAC members are in key leadership roles across the firm, it helps further engender accountability for each of us to serve as micro-cultures and impact our own sphere of leaders who may not yet be as informed about the significance of diversity and inclusion in terms of being a major catalyst for innovation, attraction and retention of talent, and winning.

DI: Can you cite an instance in which being an inclusive leader made a difference and delivered better results or an innovative solution?

Master: Over the years, I have had the privilege of leading many diverse teams and initiatives.Even today, over 70% of my executive team is comprised of either women, minorities, or members of the LGBT community.Nothing surpasses however what I experienced in terms of innovative solutions being developed by a highly diverse team than our Affordable Care Act (ACA) technology and services.In 2014-2015, we pulled together a global team of over 200 EY professionals to design, develop, and deliver a solution to serve over 275 national employers comply with the complex requirements of the ACA.We had a diversity of background—tax, HR, benefits, technology.A diversity of race, gender, age and heritage—Black, Caucasian, Chinese Indians, Latino, Nepalese, and Pakistanis.And a diversity of personalities—visionaries, drivers, analyticals, and more.The results were terrific! Our ACA COMPASSSM technology received the 2015 Gold Level Stevie® Award for Technical Innovation of the Year.It was one of those experiences where you sit back and watch in awe at what this amazing tapestry of professionals collectively produced.I can't imagine a homogenous team ever achieving such results.

DI: Do you sponsor anyone at EY? If so, what are some good attributes of both the sponsor and protégé?

Master: Yes, I am presently a sponsor to several individuals.Additionally, during the course of my fifteen years as a partner, I have had the opportunity to sponsor many others.I definitely feel that both the sponsor and the protégé have a role to play.Let's start with the sponsor, who must be willing to advocate for their protégé at the right venues and to key decision makers that can influence the career trajectory of their protégé. Furthermore, a good sponsor must stay abreast of what others in leadership think of their protégé and whether there are any real or perceived gaps in skillset, business-case etc. that they need to convey to their protégé and/or advocate for assignments that can bridge those gaps.Finally, a key attribute for the sponsor is to be honest and realistic with their protégé in terms of what they must do to achieve their career milestones. And then, help coach them through that journey. In my view, however, the primary responsibility to get the maximum out of the sponsor-protégé relationship falls on the protégé.Good attributes for a strong protégé include ensuring that they over-deliver for their sponsors.Said another way, to make the job of the sponsor easier.A solid protégé must develop a strong personal brand, follow through on their commitments, and take control of their career. A protégé should not wait around for the sponsor to "make things happen" for them.Also, depending on how far removed the sponsor is from the protégé's day-to-day responsibilities, it's the protégé's job to provide the sponsor with up-to-date and accurate information about their accomplishments and to drive the relationship.I am so thankful for the range of sponsors over the years who have helped shape my own career.Interestingly, as others have said before me, most of my sponsors did not look like me.

Wells Fargo's Le Nette Rutledge Talks Transferrable Veteran Skills and Why it's Important to 'Show Up'

Rutledge, a Senior Learning & Development Consultant at Wells Fargo, talks about her journey transitioning from the U.S. Navy and why it's important to allow your authentic self to show up whether in the military or Corporate America.

Le Nette is a Learning & Development Sr. Consultant within Talent Development & Organization Effectiveness (TDOE) at Wells Fargo. She facilitates courses and programs providing leadership coaching that reinforces the vision and values of the Company for team members across all levels of the organization. Le Nette's 'why' in life is "…to courageously and compassionately impart excellence in every life, place and situation" presented to her.

Le Nette joined Wells Fargo in 2009. Prior to that, she served as a leader of learning teams for Fortune 100/500 companies to include QVC, Inc.; Lowe's Companies, Inc. and Family Dollar Stores, Inc. She retired from the United States Navy after ten (10) years of service. During that time, the fields in which she focused included Leadership Development, Facilitation/Instructional Design, Career Counseling (specifically recruiting) and Anti-submarine Warfare.

Le Nette holds a B.A. in political science from Norfolk State University in Norfolk VA and has begun work on a M.A. in Industrial/Organizational Psychology. She holds Lean Six-Sigma green belt, Senior Professional in Human Resources (SPHR) and various coaching certifications.

DI: Tell us a little bit about what it was like transitioning from the military to Corporate America.

Overall, it was fair. I had served in the US Navy for close to ten years. Prior to that time, I had held (what I refer to as ) my first 'real' job as a Bank Teller. The thought of re-entering corporate America and now having a son for whom I needed to provide was a bit intimidating. Thankfully I had a really good Transition Assistance Program experience that equipped me with information and resources to begin seeking employment. I was unemployed for approximately one year before finding continuous employment.

DI: Were there any skills you developed while in the military that have been useful in your current role?

While my primary area of expertise (rating) in the Navy was not directly applicable to most occupations in the corporate sector, the opportunities to direct teams and hone my leadership skills proved to be a great asset. Additionally, collateral assignments provided exposure to and experience in various HR disciplines. For example, since I was a Naval Instructor I learned about facilitation techniques, principles of instructional design and evaluation program effectiveness. As a result, I was able to easily transition into Learning & Development as a civilian occupation. The time I spent as a Naval Recruiter exposed me to recruiting practices, policies and experiences that were helpful when coordinating/supporting mass recruiting efforts (i.e. job fairs, seasonal hiring, conferences, etc…) in the corporate arena.

DI: Were there any ERG's, programs, or even some personal methods used to help with the initial transition of getting acclimated to a new workplace?

Great question! This is where for me there was a most noticeable void. Prior to Wells Fargo, employers with whom I worked offered nothing to assist Veterans with the initial transition. If I found an external resource that could help in my transition, my employers were typically supportive. But again, they offered/developed nothing. It would not be until several years later when joining Wells Fargo that I would (for the first time since I exited the military in 1998) have an employer who offered internal resources/programs to assist members of the military community within the organization.

DI: Also, did you always have an idea of what career or industry you wanted to pursue post-military life?

This question makes me smile. Actually, I credit the Navy with helping me realize that creating consistent and compelling learning experiences was my sweet spot; the point at which what I can do, what others need me to do and what I love to do converge. Since exiting the military, no matter the position or employer, some component of Learning & Development has been a critical component of my job responsibilities. So, a huge 'shout out' and "thank you" to the Navy for helping me discover my passion.

DI: Lastly, there are stereotypes that women can't handle the mental strain of combat or aren't strong enough. In what ways have you personally opposed these gender stereotypes in the military and continue to do so in your new role?

People will think what they think until they are willing to be open to new and different perspectives. For me, it's not so much about challenging stereotypes but rather ushering in a paradigm shift. Reality is, yes. For some women the mental strain of being in combat is more than they can bear. AND, the same is true for some men. Whether I failed or succeeded at points in my military career, it wasn't because I am a woman. It was because I am human and imperfect. This is not to say that others have not had experiences tied to gender stereotypes. It is to say that adversity due to gender was not my reality.

That being said, it is no secret that (generally) women disproportionately face certain dynamics in corporate settings than our male counterparts do (e.g., glass ceiling, equal pay, etc…). How do I usher in a paradigm shift/challenge stereotypes? I simply show up. As my best, authentic, unrelenting self – I show up. I do my best. I challenge the status quo if there is viable challenge to be made. And, I focus on helping others realize and walk their full potential. I'm a woman. When people see me, they know that. So, just in my showing up in this authentic yet results-oriented way, I offer the opportunity for others to reconsider gender stereotypes and shift their paradigm. As my mom would say at times, "Sometimes you have to show 'em rather than tell 'em."

I heard one Wells Fargo leader share this, "The military is a microcosm of society." This is so true. The same stereotypes that abound in society exist in the military…because those who serve in the military bring with them the life experiences, assumptions and beliefs of the societies of which they were previously a part.

Kaiser Permanente's Anthony B. Coleman: Veterans Should Discover Their Passion and Allow it to Lead to a Profession

Coleman, talks with DiversityInc about his journey transitioning from life in the U.S. Navy to working as an Assistant Hospital Administrator for Kaiser Permanente.

Anthony B. Coleman, DHA, is the Assistant Hospital Administrator (Operations Support) for Kaiser Permanente, Fontana and Ontario Medical Centers.

He was born at Kaiser Permanente Los Angeles Medical Center. At 17, he enlisted in the U.S. Navy serving aboard the USS Pioneer (MCM 9) and USS Ardent (MCM 12). After completing a full sea tour he was transferred to shore duty, and earned a Bachelor's degree in Workforce, Education and Development, as well as a Master of Health Administration.

He later earned a commission as a Naval Officer serving in various roles overseas and afloat, including Chief Financial Officer at U.S. Naval Hospital Beaufort SC, Human Resources Director at U.S. Naval Hospital Yokosuka, Japan and Medical Operations Officer onboard the USS Harry S Truman (CVN 75) nuclear powered aircraft carrier.

Anthony retired in 2016 with 20 years of honorable service and holds a Doctor of Health Administration Degree and currently serves as the Assistant Administrator (Operations Support) for Kaiser Permanente Fontana and Ontario Medical Centers.

DI: What was the initial transition like going from the armed services to a civilian career?

My initial thoughts on transition brought unnecessary anxiety. However, when I learned that my preceptor was a retired Air Force Colonel, it helped put me at ease about the transition. On my first day at Kaiser Permanente, the staff and physicians welcomed me and ensured that I had the support I needed to make a successful transition.

DI: What are some skills or habits you developed while serving in the military that have helped you in your current role?

Two things stick out in my mind as important.

The first is transitioning mindset from duty to desire. I joined the navy at 17, and during the first 3-5 years of my military career I didn't realize I was part of something bigger than myself so I competed tasks out of obligation (duty). After completing my first full sea tour, I realized how my efforts contributed to the overall mission of the U.S. Navy and the duties I carried out started to come from a desire to do so. This realization helped shape my leadership style and how I groomed young sailors early on in their enlistments. I wanted them to realize their very important part in the overall U.S. Navy mission and motivate them to bring their "A" game every day.

This has helped in my current role overseeing nine non-clinical departments (Housekeeping, Food and Nutrition, Engineering, Construction, Parking, Safety, Property Management, Telecommunications, Security and Supply Chain Management) where the majority of the employees I oversee are entry-level and can feel disconnected to health care because they are not physicians or nurses. However, I stress to them as often as possible that whether their job is to nourish the patient, clean and disinfect a patient room, make sure life-saving equipment is in working order, or any other of the hundreds of non-clinical functions they perform day in and day out, they too are vital to a patient's health and healing.

The second is attention to detail. Most times, my staff are the first and/or last interaction our members have with Kaiser Permanente. It is crucial for them to pay attention to every detail about the patient they encounter because each and every detail about the patient, large or small can help us do a better job in serving them. Sometimes, it may be as simple as a smile or word of encouragement that could make all the difference in the patient experience.

DI: What career advice can you offer to veterans or current military folks who are looking to pivot, and what types of jobs should they be looking for?

Stay current in world health affairs, as well as the political climate in the US. Now more than ever, politics are shaping our approach to health care and vice versa. Veterans and current military members should make sure they have an idea of where civilian health care is, as well as where it's going in the future, so they can demonstrate their value to potential health care employers.

Devote time to discovering their passion and allow it to lead them to a profession. So often, when military members plan to transition to civilian life, they tend to focus on their ability to continue providing for their families beyond military service. This can cause us to accept positions for the sake of securing post military employment, or accept positions that are not aligned with our core beliefs, or passion.

DI: Did you always have an idea of the type of career you wanted to pursue after the military?

Yes. As a matter of fact, I began planning my exit from the military in 2005 when I discovered my passion for eliminating health disparities however, because I was a single father of a 5 year old girl, my mom convinced me to complete a full career first.

In 2004, the Navy sent me to graduate school to learn how to be a health administrator. During the summer of 2005, I interned at Wallace Thomson Hospital in rural Union County, South Carolina. While there I met a kitchen worker who impressed me with her skill in preparing meals for all of the sick patients at the hospital, specific to their individual needs. Her name was Pee Wee and even though she never finished high school, and worked a second job to make ends meet she somehow found a way to show compassion for each patient while contributing to the healing environment.

After the rotation was complete, I went back to finish graduate school and learned that Pee Wee died of a stroke. She was 52. Her death really affected me and I began to look at how a person in America could die so young of a preventable health issue. That's when I learned about health disparities and discovered my passion for eliminating them. I understand that I may not be able to complete this task in my lifetime however, I am completely comfortable with making it my life's work at Kaiser Permanente.

The Informal Sisterhood: Why Women of Color Bond Through the Barriers

"These women have walked a mile in my shoes, they understand the struggle," says Michelle Gadsden-Williams, Managing Director of Inclusion and Diversity for North America at Accenture, and panelist at DiversityInc's 2018 Women of Color and Their Allies event.

Produced by: Alana Winns
Videography by: Christian Carew

Marriott's Erika Alexander: The Best Leaders Cultivate the Best Teams

"There is no way to have an extraordinary team that drives outstanding results where women of color are not represented," says Erika Alexander, Chief Lodging Services Officer at Marriott, and panelist at DiversityInc's 2018 Women of Color and Their Allies event.

Produced by: Alana Winns
Videography by: Christian Carew

POPULAR WEBINARS

Career Advice on Handling Unconscious Bias

Executives from TD Bank and Monsanto collaborate to help us understand what unconscious bias is, how and why it exists, and how to address it from both an individual and organizational standpoint. The webinar concludes with almost 20 minutes of Q&A.

True

How Executive Diversity Councils Yield Talent Results

Sodexo's Rolddy Leyva, VP, Global Diversity & Inclusion, talks about how his company's Diversity Leadership Council sets strategic priorities & performance expectations for D&I at the U.S. regional level and drives accountability for progress.

True

The Differences Between Mentoring and Sponsorship

Randy Cobb, Director, Diversity & Inclusion, Southern Company and Matthew Hanzlik, Program Manager, Diversity & Inclusion, Nielsen talk about the differences between mentoring and sponsoring and give insights into how their companies leverage each.