1) What are your name, title, organization and accountability?

I'm Toni Riccardi, principal and chief diversity officer for PricewaterhouseCoopers (PwC). PwC is the world's largest public accounting firm. I'm responsible for diversity, work life and equal employment opportunity in the United States. PwC's day-to-day operations are run by a 13 member US management committee. I'm the sole woman on that committee. Other members include our US Chairman, CFO, the partners who lead our three business units and our General Council. We serve by appointment of the chairman.

2) When and why did you attend IWL's programs and/or use IWL's consulting services?

I've done both. I met Rayona at a Linkage Conference and was interested in what she was doing. I attended the ELSC two years ago. After ELSC I brought the Institute for Women's Leadership in-house to assist with strategy development and work for my whole team to create a common language and framework for change as well as to take advantage of the follow-on coaching for team members and me.

3) What skills have you used the most since the program(s) and/or the consulting engagement?

My team and I have definitely benefited most from the concept of context . It provides a great framework for analyzing one's thoughts and approach to things. It's also great for understanding the framework others bring so you can meet people where they are to develop an appropriate approach to each person.

For instance, in the US, many people still think of diversity as something you HAVE to do and something apart from the business. The context my team members and I share is that diversity is PART of business and critical to the sustainability of our firm . All we really have to offer is the intellectual capital of our people.

When public accounting started 100 years ago life was very different and the context for our business model was very different. Our professional workforce was 100% male. Those men worked eight hours a day, most went home to a dinner and evening time with the family. Sunday was truly a day of rest as Blue laws kept most things closed on Sunday. And the technology we know today was non-existent. We had an endless supply of talent and turnover was not an issue.

We know the old context no longer fits. Today, our professional workforce is of 50% men and 50% women and people have technology that allows them to work anywhere and anytime. Most travel extensively. Many are two-career families and may not have family support in the area where they live. We have people of all races, ethnicities and women are moving into our workforce in record numbers. Our talent pool has shrunk significantly and in recent months we have become an evenly more highly regulated business. One size no longer fits all. However, have been slow to recognize just how that context is affecting everything we do. We are just beginning to make change to our business model through the lens of the new context.

Another key element I've benefited from the acknowledgment that we all have a 'committee' in our heads. The 'board members' on my 'committee' frequently want to chat with me well after the "meeting" should be adjourned! As I've moved into top ranks of management, I've struggled to control my 'committee.' As the only woman on PwC's management committee, the chatter has increased. I am continually replacing the committee's agenda with a most powerful context. While I can not claim victory with silencing the committee, I am making headway.

One of the things I value most from my involvement with IWL is the support I have received from IWL's family of coaches. Unlike my experiences with other consulting firms, IWL coaches have a genuine interest in you. They go above and beyond and are really there for you - it's truly an on-gong relationship and commitment.

The other piece of IWL's philosophy that really resonates with me is that IWL is there for the greater good. In some ways, IWL runs like the movie 'Pay it Forward.' For example, at the Sr. Leadership Journey (at the Linkage Women in Leadership Conference) making change was compared to how viruses and infections spread.

When IWL worked with our team we created a mission to change the face and style of PWC and around the world. If people leave PwC having experienced a positive experience here we hope they will spread it. I feel that this is an example of the uniqueness of IWL and their programs.

4) What has been the most challenging aspect of your leadership development, and why?

My greatest challenge in my leadership development has been to be authentic in an organization that has a style that is very different from mine. The second challenge is to stop 'auditioning' for the leadership role I already have and be that leader.

5) What results are you most proud of having produced at work? What did the results allow for?

I'm most proud of putting together a great team. I am most proud that I have been instrumental in getting the topic of diversity engrained in our agenda at PWC.

Before I came along, PWC wasn't an organization associated with diversity. While much remains to be done, I am proud of where we are in our journey. I am particularly proud of the fact that Working Mother magazine recognized us as one of the ten best employers for working mothers .

Inside the firm, I am most proud that my partners around the management committee table are as likely to recognize and comment when diversity is not present as I am. They notice when women are minorities are not presented and they address it, without my prompting.

6) What self-care practice have you taken on, and what results has it allowed for?"

I'm spending more and more of my quiet time on things that nurture me. I am exploring what nurtures me with people with many points of view including intuitive astrologers, friends who've taken different life paths and the IWL coaches.

My Mom died in December and so I am losing several identities including caretaker and daughter. That's also opened up space for me to explore what's next on my journey.

For my future, I'm thinking of things all over the board. My main focus right now is simply 'Be' and see. I'm considering taking the fall advanced ELSC to continue to advance my thinking in an environment that is both stimulating and nurturing.

7) What resources do you want from or do you have to offer the rest of the IWL community as you continue your leadership journey?

One of the most unique aspects of IWL is that it is a 'pay it forward" community. If IWL alumni make a request of me or want to talk or share, I have a desire and a curiosity to do that. Also, I want to pass it on to others. I really enjoyed the coaching that came with consulting. I watched one of my team members really grow from the in-house coaching program. To encourage her to be in the company of other women professionals would take her to another level.