Two months ago, DiversityInc.com surveyed our readers, asking them to nominate corporate diversity leaders. We were looking for people who, through example and effort, increased diversity awareness, representation, supplier diversity and financial commitment in corporate America. More than 100 recommendations poured in, with a variety of leaders praised by co-workers, bosses, subordinates, friends and even the occasional spouse. Virtually everyone nominated was commendable in many ways but we looked for individuals whose contribution to both the progress of their organization and the bottom line had made a significant difference. We've asked all those we've selected as Corporate Diversity Leaders to provide us background information and answer three questions. Over the next few weeks, we will run their responses and short profiles of each of them. Today's Leadership Profile is Steven M. Barney, senior vice president-human resources for St. Louis, Mo.-based SSM Health Care, which operates hospitals, doctor practices, nursing homes and other health businesses in four states. Barney, who reports to the president/CEO, is responsible for organizational and leadership development and human resources and benefits, and has line responsibility for materials management and clinical engineering businesses. He launched an ethnic and gender diversity program for executives, improving the ratio of women to men executives from 37:63 to 49:51 over 10 years. He also created key diversity executive positions for cultural and ethnic management. Barney also initiated an executive development and succession planning program and developed an executive benefit and compensation program that increased internal career mobility and executive retention. Barney joined SSM Health Care in 1988. Previously, he was executive direct/CEO of a health maintenance organization in Lexington, Ky. and served as a commissioner of the Wisconsin Hospital Rate Setting Commission. He also held executive positions at St. Mary's Hospital Medical Center in Madison, Wis. He received a bachelor's degree in journalism and a master's degree in health services administration from the University of Wisconsin in Madison. He is a member of the board of directors of the Urban League of Metropolitan St. Louis. Here are his answers to DiversityInc.com's questions: 1. In your opinion, what are the three largest impediments to corporate acceptance of diversity? Barney: Lack of involvement of senior leadership to hold leaders accountable for supporting organizational diversity initiatives. Inability of organizations to see diversity as a social, moral and as a competitive advantage. The preoccupation of organizations only wanting people of colors to change in order to “Fit In” instead of an organization being willing to change itself to be a better fit for more people. 2. What qualities do you demonstrate as a diversity leader that contribute to your professional success? Barney: Personal participation in all of the organizations diversity efforts; attempts to be an example of someone affirming a variety of differences and cultures. 3. What have you done personally to further diversity initiatives at your company and throughout your industry? Please quantify if possible. Barney: Appointed a diversity officer to lead diversity efforts for a health care system of 20,500 employees. Active involvement on committees and boards of organizations whose mission calls for rigorous pursuit of fairness and equality for all people. Over a 10-year period, consistently led efforts to increase the number of women in leadership positions (from 35 percent to 50 percent). This average exceeds the Health Care industry of 34.5 percent of women in leadership positions. Over a five-year period, consistently led efforts to increase the number of persons of color in professional and management positions (7.9 percent to 9.2 percent). Incorporated diversity initiatives into SSM Health Care’s strategic plan with measurable goals for increasing the number of persons of color in professional and managemen t roles and increasing spending with women and minority business enterprises (MBE). Personally meet with persons of color in professional and management positions to provide career coaching. Implemented a diversity forum by which persons of color, different ethnic backgrounds and persons with disabilities meet to enhance their career development (the forum has been in place for three years). Provide leadership, guidance and support to the SSM Health Care Diversity Mentoring support (this program is in its second year).