Inside-Out: Developing a More Diverse Workforce From Within

Today’s post on The Water Cooler tackles the gigantic issue of diversity in the technology industry. While tech companies from Silicon Valley to the Silicon Forest to Seattle are adopting strategies to increase diversity in the industry, how can internally developing employees help the industry solve the diversity problem?

First, take a good, hard look at developing internal talent. Here’s a lesson in professional development from Walt Disney, one of the 20th century’s most iconic businessmen and innovators.

How Walt Disney Used Talent Development to Win at Animation

The production of Bambi (1942) is one of many examples in which Disney, instead of going to outside sources to solve creative problems, chose to develop his existing animators in order to raise the bar in animation. Despite being a difficult feature to get rolling, Bambi marked an incredible achievement of resource development for the Studios. Disney wanted the animals to move realistically, as animals would move in their natural habitats, which had never been done before.

Instead of approaching the situation by looking to hire someone with that established skillset, Walt Disney sent his animators to art school in the evenings to hone their craft, and brought in live animals, including deer and raccoons, to the studio for them to study. These professional development initiatives enabled Disney’s animators to achieve realistic movement in the characters of Bambi. Retrospectively, Bambi is lauded as an animated achievement, and marked the first on-screen credit to Retta Scott, the Studios’ first female animator, who was brought onto the project because of her skilled charcoal sketches. Through this example of Disney’s utilization of professional development, and his ability to recognize and develop the skillsets in his team that were needed to complete the film, Bambi transitioned from a problem production, to an animated achievement.

The story of Walt Disney and Bambi shows us that internal investments pay dividends in achieving innovation. Now what can talent development do to help the diversity gap plaguing the tech industry?

But First, That Diversity Gap

The lack of diversity (in both race and gender) in one of the nation’s fastest-growing industries is not just a Silicon Valley problem, as the Silicon Forest is also experiencing a lack of gender diversity in Portland’s tech scene. When it comes to women in tech, Portland has a “a gender pay gap of 80.1 percent and only 24 percent of tech jobs filled by women.” Nationally, numbers for women in tech aren’t looking so great either. In 2015, women made up 25 percent of computing-related occupations, with only 9 percent of those women being women of color, according to a study done by the National Center for Women in Information-Technology.

For tech-giant Intel, the company found that the numbers weren’t pretty either. Furthermore, they realized that simply releasing data on the company’s diversity was not enough to bring about actionable change. However, Intel took it further and “set ambitious diversity goals, and tied managers’ bonuses to them. Intel also stated it would become the first high technology company to achieve ‘full representation’ of women and underrepresented minorities by 2020,” quoted in an April 2016 article by Inc. It’s important to note that “full representation” doesn’t necessarily mean 50 percent men and 50 percent women, either – Intel clarified in their goals that full representation meant “reflecting the available talent marketplace for the groups and businesses in which you hire,” which for women is still only 27 percent.

While Intel has made serious strides in improving diversity in the workplace (43% of last year’s hires qualified as diverse hires), this surfaces the question plaguing the technology industry: How do companies then not only tap into the available talent marketplace of diverse hires, but rather what can they do to develop and increase that talent pool beyond the existing 27%? Arguably, going above and beyond by implementing strategies to move the needle and achieve more than 27% representation for women in technology, could very well position companies in a proactive position to considerably alter the landscape (and reputation) of the industry for the better.

Recruiting for a More Diverse Workforce

For many technology companies, including giants Intel and Microsoft, the strategy of achieving “full representation” relies heavily on reformed recruiting and hiring. A variety of technology companies have identified more proactive strategies that help them operate more inclusively within recruiting and hiring. Microsoft, for example, recruits from a wide breadth of conferences and events that are inclusive. Adopting more inclusive language into job descriptions is also a strategy companies are adopting. Social media technology company Buffer found that removing the word “hacker” from their engineering job descriptions made their applicant pool more inclusive. Additionally, organizations are crafting more diverse panels of interviewers; it’s required by Intel that each open position has a diverse slate of candidates and a diverse interviewing committee.

Retention Is Key!

Once diverse hires have been made, retention is a struggle. Additionally, it doesn’t help if organizations are in metro areas that already struggle with diversity, regardless of industry. In a 2016 Metro report, only one-quarter of Clackamas and Washington counties identify as a race other than white, which in turn increases the competition when hiring diverse talent. When one company comes out on “the winning end” or is hiring diverse talent, other companies take notice and poach that talent, leading to a huge problem facing diversity in tech. Instead of poaching, companies should find ways to retain and develop the diverse talent they have, and invest in professional development, as it has been shown to alleviate some of the staggering attrition rates for the diverse talent pool in technology. For engineering specifically, the National Center for Women in Information- Technology found that the attrition or “quit” rate was 40%, with an overall average of 41% across all computing-related occupations – compared to just 17% for men.

Attrition Rate in Computing-Related Occupations

This data suggests that in addition to women only representing barely a quarter of the engineering and computing-related workforce, nearly half of those women are choosing to quit. Why? NCWIT’s study found that “women who left were less likely to report opportunities for training and development, support from a manager, and support for balancing work and other competing responsibilities.”

A More Diverse Workforce Begins From Within

For organizations large and small, investing in existing talent is a great way to not only retain employees, but also maintain attractiveness to potential candidates. An impactful strategy exists in identifying potential in your current team and giving your employees opportunities to shine and develop skillsets that may otherwise be outside of their normal job. Developing internal tools, such as behavioral assessments, to gauge this type of potential can lead to exponential employee development. These approaches of investing in talent you already have goes back to the earlier example of Walt Disney’s approach to professional development – giving existing employees additional tools to succeed and grow professionally. NCWIT’s report found that “technical women identify isolation from a lack of mentorship or sponsorship as one of the key barriers to their retention and advancement.” It was also discovered that with mentorship or sponsorship, women’s access to high-visibility work, as well as their promotion and retention rates, rises. The same was true for men, so mentorship and sponsorship can be considered a professional development win-win company wide.

To support talent development initiatives for organization-wide inclusivity, organizations must have a working environment that will support these initiatives. This is an element deemed critical by the NCWIT, which stresses that creating a more inclusive organization should include establishing top leadership support, institutional accountability, and improving managerial relationships. Note that this type of organizational change, from the inside-out, isn’t just advantageous to minority groups, it also benefits majority groups as well. Giving majority groups the opportunity to become allies in the initiative for a more diverse workplace benefits the organization as a whole.

Moving the Needle toward a More Diverse Workforce

While taking proactive approaches through recruiting practices is helping to chip away at the diversity gap in the technology industry, companies should place more emphasis on more inclusive efforts internally to develop and retain talent to truly see growth of the overall diverse pool. While poaching is a short term solution that helps one organization, companies must work together to develop talent in order to help grow the talent pool in its entirety so the industry can see meaningful change. Some great sources for beginning the discussion in your organization can be found through National Center for Women in Information Technology, Microsoft’s Center for Diversity and Inclusion, and Lean In, a resource for women in the corporate workforce. Additionally, if you’re in Portland, take some time to check out Techtown Portland, an organization dedicated to addressing the changing landscape of the Silicon Forest, and proactively addressing representation of women and communities of color in the tech industry. While these changes will take time, starting from within, and then working collaboratively to help close the diversity gap is a huge step in the right direction.

< Older Post

Newer Post >

The Nova Knicks and the Leadership Lesson Every Executive Team Should Learn

By Greg Togni • July 6, 2026

For years, professional sports have embraced a familiar philosophy: collect enough star talent, and success will follow. Yet season after season, teams with the most recognizable names often fall short of expectations, while less glamorous rosters outperform them through cohesion, trust, and a shared commitment to a common goal. The New York Knicks have taken a different approach. Rather than simply pursuing the biggest available names, the organization has reunited several former Villanova teammates, players who won together in college and developed a reputation for selflessness, accountability, and relentless work ethic. While each player has grown into an accomplished professional in his own right, what makes this group particularly compelling isn't just individual talent. It's the chemistry they already possess. That story should resonate far beyond basketball. It highlights a lesson every CEO, board member, and hiring executive should consider- organizations don't win because they collect the most impressive résumés. They win because they build leadership teams whose strengths complement one another and whose shared values create trust long before adversity arrives. Talent Opens the Door. Chemistry Sustains Success. Executive hiring often begins with a search for credentials. Companies look for executives with exceptional track records, marquee employers, prestigious degrees, or transformational accomplishments. Those qualifications matter. They establish credibility and demonstrate capability. But they don't guarantee success. Every executive search firm has witnessed situations where an outstanding individual hire struggled to create the expected impact. The issue wasn't competence. It was fit. Leadership styles clashed. Decision-making became slower. Collaboration suffered. Instead of elevating the executive team, the new addition unintentionally created friction. Contrast that with leadership teams that seem to move almost effortlessly. Conversations are candid. Decisions happen quickly. Disagreements remain productive because trust already exists. These teams aren't successful because everyone thinks alike. They're successful because they understand one another's strengths, respect differing perspectives, and share a common commitment to the organization's mission. The Nova Knicks illustrate this principle in action. Their familiarity wasn't built overnight. Years of competing together established communication patterns, mutual accountability, and confidence in one another's decision-making. Those qualities can't be replicated simply by assembling talented individuals. The same is true inside the executive suite. Culture Is More Than a Buzzword Organizations frequently discuss culture during the hiring process, but culture is often misunderstood. Culture isn't ping-pong tables, flexible work schedules, or carefully crafted mission statements. At the leadership level, culture is reflected in how executives make decisions, manage conflict, communicate under pressure, and support one another when circumstances become difficult. One executive who prioritizes transparency can influence an entire leadership team. Conversely, one leader who operates independently or places personal success above organizational goals can undermine months, or even years of progress. This doesn't mean companies should seek leaders who all share identical backgrounds or personalities. Diversity of thought remains one of the strongest drivers of innovation. However, diversity works best when it rests on a foundation of shared values: integrity, accountability, respect, and a willingness to collaborate. That's the distinction between similarity and chemistry. The former limits organizations. The latter strengthens them. Hiring for the Team, Not Just the Role One of the most overlooked questions in executive hiring isn't, "Can this candidate do the job?" It's "How will this individual make everyone around them better?" Great coaches ask this question constantly. They don't simply evaluate statistics or highlight reels. They consider how each player fits the existing roster, complements teammates, and contributes to the team's identity. Business leaders should adopt the same mindset. When evaluating executive candidates, organizations should certainly assess experience, technical expertise, and strategic vision. But they should also evaluate how candidates build relationships, navigate disagreement, influence peers, and foster trust across the organization. The highest-performing executives don't simply deliver results themselves. They create an environment where others perform at a higher level. That multiplier effect is often what separates good leadership teams from exceptional ones. Building a Championship Leadership Team The most successful organizations rarely rely on a collection of individual stars. Instead, they intentionally build leadership teams capable of sustaining success over time. That requires looking beyond résumés and considering factors that are harder to measure but equally important: Does this leader strengthen our culture? Will they earn the trust of peers and direct reports? Can they challenge ideas without creating unnecessary conflict? Do they make those around them more effective? These questions don't replace traditional hiring criteria; they enhance them. As executive recruiters, we often remind clients that leadership is not an individual sport. Every executive appointment reshapes the dynamics of the leadership team. Each new hire either reinforces collaboration or introduces friction. The goal isn't simply to find the most accomplished executive available; it's to find the executive who will help the entire organization perform at its highest level. The Final Takeaway The attention surrounding the Nova Knicks isn't really about basketball. It's about something every successful organization strives to achieve: building a team whose collective performance exceeds the sum of its individual parts. Championships, in sports and in business, are rarely won by talent alone. They're earned by leaders who trust one another, communicate openly, embrace accountability, and elevate everyone around them. When organizations approach executive hiring with that philosophy, they're no longer just filling leadership positions. They're building a championship team.

New Opportunity: Group Vice President

By Effie Zimmerman • June 23, 2026

Group Vice President ABOUT THE COMPANY The E-J Group is active in all facets of electrical contracting, bringing experience, expertise, and a national reputation to projects that range in size up to more than $900 million. With over 4,000 employees across 32 offices nationwide, E-J delivers full-service electrical solutions for mission critical / data centers, rail systems, transit facilities, office buildings, hospitals, power generation, substations, transmission and distribution, renewables, co-generation facilities, roadway and outdoor specialty work, airports, industrial facilities, chip plants, universities, sports stadiums, extra high voltage distribution, utility, and gas infrastructure. At E-J, three generations of family expertise have built an organization that combines practical knowledge with modern technological innovation, providing rapid and efficient solutions for today’s lighting, power, energy, and communication needs. E-J has a 127-year reputation for integrity, quality, and exceptional service in the electrical field. To learn more, visit www.ej1899.com . POSITION SUMMARY The Group Vice President will oversee and manage all operational aspects of this $750 million group of business units spread across multiple states. The responsibilities will encompass strategic planning, process optimization, and ensuring efficient day-to-day operations as well as growing staff and development of people. With a focus on continuous improvement, you will drive operational excellence, fostering a culture of innovation and productivity. Travel at least 40% of any given month to cover the needs of a national electrical contractor, reporting directly to the Executive Vice President responsible for both local and national management. KEY RESPONSIBILITIES Operational Leadership Lead and oversee operations across multiple divisions, regions, and business units nationwide. Develop and execute operational strategies that align with the company's growth objectives, financial goals, and customer commitments. Establish operational standards, performance metrics, and accountability systems to drive consistency and excellence across all divisions. Monitor project execution, productivity, labor utilization, scheduling, quality, and customer satisfaction. Drive continuous improvement initiatives focused on efficiency, scalability, and profitability. Financial Performance Maintain full P&L accountability for assigned divisions and operational business units. Partner with division leadership to develop annual budgets, forecasts, and strategic growth plans. Monitor key financial metrics, including revenue, gross margin, EBITDA, backlog, cash flow, and working capital. Identify opportunities to improve operational efficiency, project margins, and return on investment. Review major project performance and implement corrective actions where necessary. Strategic Growth Support corporate growth initiatives, including geographic expansion, acquisitions, and new market development. Collaborate with business development and estimating teams to ensure strategic pursuit of opportunities aligned with organizational objectives. Participate in acquisition due diligence, integration planning, and operational alignment of acquired businesses. Evaluate market trends, competitive positioning, and emerging technologies impacting the electrical construction industry. Safety and Risk Management Champion a world-class safety culture throughout the organization. Ensure compliance with all OSHA, regulatory, and company safety standards. Partner with safety leadership to establish proactive risk mitigation strategies. Review incident trends and implement programs that reduce risk exposure and improve safety performance. Talent Development and Organizational Leadership Lead, mentor, and develop business unit leaders, regional leaders, operations leaders, and senior operational personnel. Build succession plans for critical leadership positions throughout the organization. Foster a culture of accountability, collaboration, innovation, and high performance. Support recruiting, retention, workforce planning, and leadership development initiatives. Promote employee engagement and organizational culture across all regions. Operational Excellence Drive standardization of processes, systems, project controls, reporting, and operational best practices. Leverage technology and data analytics to improve decision-making and operational visibility. Establish and monitor key performance indicators (KPIs) across divisions. Lead enterprise initiatives related to productivity improvement, innovation, prefabrication, workforce optimization, and project delivery excellence. QUALIFICATIONS AND EXPERIENCE 10+ years of experience in operations management with a preference for experience in commercial electrical contracting, specialty construction, or related industries. Demonstrated success leading multiple business units, divisions, or regions with significant revenue responsibility. Preference for experience managing large-scale commercial, industrial, mission-critical, and civil construction projects. Proven track record of driving profitable growth, operational improvement, and organizational development. Experience leading senior-level teams in a multi-location environment. Knowledge, Skills, and Abilities Proven ability to develop and implement strategic plans Strong leadership and team management skills Excellent communication and interpersonal skills Ability to work independently and as part of a team Experience in budgeting and financial management Knowledge of supply chain management Ability to solve problems and make decisions quickly Strong analytical and problem-solving skills Ability to work under pressure and meet deadlines Advantages of Working at E-J: Leading Electrical Contracting Organization Nationally Oldest family-owned and operated electrical contractor since 1899 Job training and mentorship Supportive Management Team Rewarding project experience Comprehensive benefits, including medical, dental, vision, and a 401 (k) plan Paid holidays and vacation Merit-Based Bonus History of employment longevity The E-J Group is an Equal Employment Opportunity Employer and ensures equal employment opportunity for all persons without discrimination on the basis of race, color, religion, sex, sexual orientation, national origin, age, disability, marital status, citizenship, or any other characteristic protected by law. Interested in Learning More? 180one has been retained by EJ Electric to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 503-699-0184 or via email at nicole@180one.com .

The Leadership Reset: Why Companies Are Replacing More Executives Than They Are Adding

By Greg Togni • June 8, 2026

For much of the last decade, executive hiring was closely tied to expansion. Growing companies added new business units, entered new markets, launched digital initiatives, and created leadership roles to support growth. Today, the picture looks markedly different. While demand for senior leadership remains strong, a growing share of executive hiring is being driven by replacement rather than expansion. Across industries, boards and leadership teams are increasingly focused on succession planning, retirement-related transitions, and upgrading leadership capabilities to meet rapidly evolving business demands. In many organizations, the question is no longer, "What new leadership roles do we need?" Instead, it has become, "Do we have the right leaders for the future we are building?" Several converging trends are driving this shift. A Wave of Leadership Turnover Leadership turnover continues to accelerate across public and private companies. According to research cited by Harvard Business Review, CEO succession rates reached 12.5% in 2025, up significantly from 9.8% the prior year. At the same time, more than 2,000 CEO departures were recorded in the United States, reflecting one of the most active succession environments in recent decades. Boards are also becoming more willing to look externally for leadership talent. Recent data show that 44% of CEO appointments among S&P 1500 companies came from outside the organization, a level near a 25-year high. This growing willingness to seek external leadership reflects a broader reality: many organizations believe that the skills required for the next phase of growth may not be fully represented within their current leadership teams. The Retirement Factor Is Becoming Impossible to Ignore Demographics are creating another powerful force behind replacement hiring. Large numbers of Baby Boomers continue to exit the workforce, creating leadership gaps across industries. While retirement timing varies by sector and geography, organizations are increasingly confronting the loss of decades of institutional knowledge and leadership experience. Many companies spent the past several years postponing succession discussions while navigating economic uncertainty, inflation, and labor market disruption. As a result, some organizations are now facing a compressed timeline to identify and develop the next generation of leaders. The challenge extends beyond simply filling vacancies. In many cases, companies are discovering that there are fewer experienced leaders available than expected, particularly in specialized industries where leadership pipelines have not kept pace with retirements. Evidence of these pressures is appearing across both public and private sectors as organizations report increasing difficulty replacing highly experienced senior talent. From Replacement to Upgrade Not all replacement hiring is driven by turnover. An increasingly common scenario involves organizations replacing leaders who are performing adequately but lack the capabilities required for future business needs. Economic uncertainty has made many organizations cautious about adding headcount. Instead of creating new executive positions, boards are asking whether existing leadership structures are optimized for growth, profitability, and transformation. Recruiters and talent advisors report a significant increase in confidential replacement searches, particularly for leadership positions impacted by AI, digital transformation, operational efficiency, and changing customer expectations. Rather than expanding leadership teams, organizations are investing in stronger leadership capability within existing roles. This represents a meaningful shift from previous cycles. Historically, executive hiring often accompanied organizational growth. Today, many leadership searches are designed to improve execution, accelerate transformation, or close capability gaps. AI Is Raising the Leadership Bar Artificial intelligence is emerging as one of the strongest drivers of leadership upgrades. Boards increasingly expect executives to understand not only their functional disciplines but also how AI will reshape business models, workflows, workforce planning, customer engagement, and competitive advantage. Organizations are reassessing leadership teams through a new lens: adaptability. Leaders are being evaluated on their ability to navigate technological disruption, lead workforce transformation, make data-driven decisions, and build organizations capable of operating in a rapidly changing environment. Companies across industries are investing heavily in AI capabilities and adjusting talent strategies accordingly. As a result, many executive searches today are less about filling a vacancy and more about acquiring capabilities that did not exist as leadership requirements even a few years ago. What Corporate Leaders Should Be Thinking About The implications for boards, CEOs, and CHROs are significant. Organizations that treat leadership succession as an occasional event may find themselves competing for scarce talent at precisely the moment they need continuity and stability. Meanwhile, companies that regularly assess leadership capabilities against future business requirements will be better positioned to navigate both retirements and transformation. The most successful organizations are no longer viewing succession planning and executive hiring as separate activities. They are treating both as part of a broader leadership strategy focused on future readiness. The executive hiring market in 2026 remains active, but the underlying motivation has changed. For many organizations, the priority is not adding more leaders. It is ensuring they have the right leaders for what comes next.