Mays Transformational Leadership

Corey Anthony ’94 is committed to lifelong learning, inclusivity, equity, diversity—and constantly asking “why?” AT&T’s Senior Vice President and Chief Diversity and Development Officer believes this approach to transformational leadership can help companies navigate and thrive in a rapidly changing business climate.

Lifelong learning is imperative, Anthony noted, because between 30% – 50% of the technological knowledge that current college students are taught will become obsolete within 36 months after they graduate. “The dynamics in the marketplace change so rapidly and continually that if you’re not a lifelong learner, you’ll be left behind,” Anthony said. “To be relevant in any organization that you are part of and to be able to contribute going forward, you have to be of the mindset that you’ll be continually learning because everything is constantly changing around you.”

You must have an inclusive culture and work environment to succeed in a competitive market because you have to be able to extract every ounce of talent and performance from everyone in the organization.

-Corey Anthony ’94
Senior Vice President and Chief Diversity and Development Officer at AT&T

This learning approach, which values diversity, equity, and inclusion, is critical to corporate success. “You must have an inclusive culture and work environment to succeed in a competitive market because you have to be able to extract every ounce of talent and performance from everyone in the organization,” he said. “It is really that simple. That’s why we at AT&T view the values of diversity, equity, and inclusion as a business imperative. It is the right thing to do morally and ethically. We also know that we have to do it to attract, develop, and retain top talent so we can connect with our customers and offer them the best experience as they engage with our products and services.”

To foster an inclusive mindset, Anthony stresses the importance of seeking different points of view and sources of information. “One of the most significant barriers is that so many of us are inside echo chambers because we consume information from sources and interact with people who already think, feel, and believe like we do,” he said. “When we are in these echo chambers, we don’t afford ourselves the opportunity to hear different viewpoints and perspectives – to learn – more about these issues and about each other. When you step outside the echo chamber, you start to upend all those biases and stereotypes about people who are different than you are. You naturally become more inclusive in your learning and your thinking and lead in a way that is more inclusive, transformative, and – ultimately – productive.”