While many organizations talk diversity, it doesn't necessarily mean they're all good at it. The wrong leadership approach could turn a well- intentioned effort into mere PR "fluff" and polarize employees. The successful approach is one that can bring everyone on board from the top down.

After having worked on several corporate diversity initiatives in her career, Nan Oldroyd has learned that managing a diversity program has to be a team effort. "One of the key things is always to have leadership commitment," says the senior director of talent for Loblaw Companies Ltd. in Brampton, Ont., who was brought in to build a diversity program for the company in 2007.

A first step for Oldroyd when she joined Loblaw was putting together an "Inclusion Council" of business leaders across the country who get together to set strategies and goals. "It helps to get different perspectives and expertise together," she says. "No one person is a subject matter expert in every area of business, culture, gender, age - or any other. And those that are involved should be people who are credible, know the business, and are passionate about diversity."

Companies should rarely rely on a single person to drive diversity, says Chris Bell, associate professor at the Schulich School of Business at York University. "There is an idea about leadership that it takes one magnificently charismatic person with a vision to change all of us. The idea that a person can lead a whole group as one in harmony to a good outcome is not necessarily true."

Another point of potential failure is the notion that diversity is strictly an HR and/or middle management function, says Lisa M. Mattam, managing principal for The Mattam Group, a Toronto-based diversity consulting firm. "The common myth is that you take the HR person and put them in the diversity role. Often times they may have multiple roles, or it's assigned to a middle manager as part of a larger development plan. Giving your diversity program to that type of person isn't going to help the cause."

The right person is an agent that has a reputation for bringing change about, she says. "Not everyone in HR has diversity skill sets. It can be people in various capacities. The VP of diversity at Bank of Montreal, for example, is an accountant and a former senior leader in finance. That's how your build credibility within your organization and drive diversity."

Mattam suggests considering high-potential people who can be showcased in a new role, or who are looking to get involved in a new project. "It could be a developmental role for someone - but ultimately, it has to be one who is really committed and engaged in the business."

Fiona Macfarlane, managing partner with Ernst & Young in Toronto, says whoever leads diversity must also have the positional power and political clout to have credibility with various stakeholders. "I've seen situations where diversity and inclusion are relegated to the most junior person on the totem pole with no positional power. In order for inclusion and diversity to flourish, you have to hold leaders accountable. That tells everyone how important it is to the corporation."

The more senior commitment that can be brought on board, the better the chances for success, she adds. At Ernst & Young, for example, the CEO personally champions the diversity message for the company.

At Loblaw, Oldroyd says commitment spans the leadership team. "Our president is our executive sponsor for diversity. Our executive VP of operations leads our Inclusion Council, and our CFO is the executive sponsor for our Women at Loblaw initiative," she explains. "That's the kind of support you need to run a successful program."

In addition to the strong backing of company leaders, the ability to listen is an element that can make or break a diversity program, says Philip H. McLarren, president of McLarren Consulting Group Inc. in Victoria. "Simply setting up an employment equity policy is just words. Listening is the essence of valuing diversity. If policies are put in place and not properly explained or justified, it's not that people are against those things. They just don't know what they mean. You need to have very sensitive, efficient and appropriate leadership when it comes to implementation."

For Mattam, success in leading the diversity cause in the workplace boils down to a simple formula: "If you don't have the capability or the backing, it won't happen."