Archive for January, 2009

The Conscience is Ironic

Friday, January 9th, 2009

catherine Donnelly

catherine Donnelly


This picture was taken in 1985 at Catherine Donnelly’s graduation from Princeton. With her are her mother, Alice Brown (left) and grandmother, Martha Thompson.

Sometimes the Conscience has a humorous interplay with our lives. It was 24 years ago that a white family decided that their little girl couldn’t and wouldn’t room with a black girl. Little did they know that that black girl would grow up to become the first-lady in the White house. The Conscience is irony in action.

Reported on 4/12/08
www.AJC.com

Michelle Obama speaks last week at Winston-Salem State University. When Catherine Donnelly saw her on TV news reports, she thought she looked familiar. She walked into the historic Nassau Inn that evening and delivered the news to her mother, Alice Brown. “I was horrified,” recalled Brown, who had driven her daughter up from New Orleans. Brown stormed down to the campus housing office and demanded Donnelly be moved to another room. The reason:

One of her roommates was black. “I told them we weren’t used to living with black people — Catherine is from the South,” Brown said.

Today both Donnelly, an Atlanta attorney, and Brown, a retired schoolteacher living in the North Carolina mountains, look back at that time with regret. Like many Americans, they’ve built new perceptions of race on top of a foundation cracked by prejudices past — and present. Yet they rarely speak of the subject.

Barack Obama’s run for president changed that. When the Democratic senator from Illinois invited more dialogue on race last month, Shock to the stereotype. The acceptance letter from the Ivy Leagues was really the culmination of two peoples’ hard work. “My mother was thrilled,” Donnelly jokes, that she got into Princeton. Donnelly, now 44, captained the basketball and volleyball teams. She was the homecoming queen. And she racked up science and math awards, often with the help of her mother.

But the “Three R’s” weren’t the only thing Donnelly learned from an early age. There was a fourth one. Her mother and grandmother filled her head with racist stereotypes, portraying African-Americans as prone to crime, uneducated and, at times, people to be feared. Brown, 71, explains that she was raised to think that way.

She recalls hearing her grandfather, a sheriff in the North Carolina Mountains, brag about running black visitors out of the county before nightfall. And Brown’s parents held on to the n-word like a family heirloom. In fact, upon learning that her daughter had a black roommate at Princeton, Brown’s first call was to her own mother. Her suggestion: yank Donnelly out of school. alive and well on a prestigious campus in the Northeast. The university’s private eating clubs, host to frat-style parties, were largely white. The social scene for many minority students, including Obama, revolved around an activity building called the Third World Center. ‘I was inspired …. I was envious’ When Donnelly first saw Obama’s wife on TV, she was struck by how tall and graceful she looked. Then she studied her more closely. Michelle Obama looked so familiar, down to those long fingers. Could that be Michelle Robinson? A Google search gave Donnelly the answer. Obama was far more than a first-lady hopeful. She had gone to Harvard Law School, had been an associate dean at the University of Chicago and rose to vice president at the University of Chicago Hospitals and was making over $500,000.00 at the Chicago Hospital plus receiving $51,000 as a director of Wal-Mart and the associate dean salary was unknown.

“I was inspired,” she says. “I was amazed. And I was envious of all she had accomplished.”

Donnelly called her mother, who in turn phoned the friend who had traveled with her to Princeton all those years ago. The friends had stayed up that night calling everyone they knew with a connection to the university, hoping to get Catherine moved out of the room.

“We thought this is so ironic,” Brown says. “[Obama] could be the first lady, and here we wanted to get my child out of her influence.”

Some empathy for lingering anger Living as a gay woman has made Donnelly far more aware of what it’s like to be judged by a trait beyond your control. “Being gay is such a small part of who I am.” Now she wishes she had reached across racial lines at Princeton. “I don’t think I ever set foot in the Third World Center,” she says of the popular hangout for minority students. “It’s like this mystical place.” When Brown heard about Barack Obama’s former pastor — his angry rants against white America — she didn’t like it. But she understood. “If I had been treated the same way blacks have been treated,” she says, “I’d be resentful, too.”

Do You Stand for Something ?

Wednesday, January 7th, 2009

This is from the website Do you stand for something.

“Reset” – Jeff Immelt from the BSR Conference
Carol Cone

This fall I have been at three terrific conferences, each having GE CEO Jeff Immelt as a key speaker. From Arthur Page (membership-only senior corporate communications executives), to the Harvard Business School Centennial, and last week, at the Business for Social Responsibility Conference, Jeff provides tailored comments that are candid, audience-specific and provocative.

I got the most from Jeff’s BSR speech, so I will share those comments here. Let’s call this one: “Doing well and doing right.” He focused his comments on five key points.
#1. Jeff talked about the current economic crisis as a “reset,” not a standard business cycle. Three things will come from this: Specific industries will be restructured within the next 6-12 months (ex. the financial services industry), the intersection with government and business in the U.S. and Europe will change for at least a generation and now we are in an era of transparency that is profoundly different than even six months ago. “That companies need to stand for something beyond the bottom line is profound.” said Immelt. “We are in an emotional, social and economic reset,” he continued.

#2. People are afraid, especially regarding financing and credit. We need strong leadership now to reinstill confidence in people, especially our employees. “We need to teach our people to compete,” especially in the areas key to the economy — energy, healthcare, education and financial systems. These pillars, he said, play a central role in a reset world. It is critical to turn the fear, via strong leadership, into self confidence.

#3. Corporate social responsibility must be strategic from the core of the company, and then move outward. In the end, he emphasized the “corporate” part of CSR. It needs to make money for the corporation, or it will not be sustainable. Within CSR he talked about the critical areas of governance, transparency, building trust and innovation. He mentioned that GE is spending over $6 billion on R&D in the recession to stay ahead of competition and to be customer focused and socially relevant…..of course he mentioned the company’s investments in environmentally and socially-focused new products and services — clean energy, water, access to affordable healthcare, with their foundation focusing on helping develop new engineers in key cities where they have large operations.

#4. Engagement. It is critical to fully engage with key stakeholders — employees, customers, governments, NGOs, even with people who “make you feel uncomfortable.” Discussion and relationships are critically important in a reset world.

#5. Globalization. In a global world, everything is interconnected and will only become more so.

Companies and their leadership must get the first four things right — understanding we now live in a reset world, that we must regain our confidence, that we must act in a socially-responsible way, that we need to be fully engaged in our work as well as committed to solving today’s and tomorrow’s challenges — doing these well sets up a company to compete successfully in a global economy and in an ever-increasing interconnected world.

Competitiveness. Trust. Confidence. Great people. Technology to help solve the world’s biggest issues. That is how GE will march forward in a reset world. Great insights for companies, large and small.

- Carol Cone