Bio

• Cleo Ball

• Director of Corporate Training and Diversity

• Save-A-Lot Food Stores

• 18 years with SAL

• 31 total years in the Grocery industry

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Who We Are

• Leading Hard Discount Grocery

• Nation’s 2nd Largest Chain

• 35th anniversary in 2012

• Over 1,300 Stores

• 5 Million or more Weekly Shoppers

• Up to 40% Savings Vs Conventional Store

• Over 7,000 Associates

• $4 Billion Annual Retail Sales

• Wholly owned subsidiary of SUPERVALU, Inc.

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2011 Top Grocers in U.S. Under Single Banner

4 Source: Nielson’s Trade Dimensions November 2011

0

500

1000

1500

2000

2500

30002,948

1,1911,302

1,1771,105 1,040 907

Headquarters: Minneapolis Fiscal 2011 Revenue: $36.1 billion

Employees: 130,000 Fiscal 2011 Net Cash Flow: $1.1 billion

Retail Division: 1,102 traditional supermarkets ranging from 40,000 to 60,000 square feet, carrying more than 40,000 SKU’s per store and supported by 23 dedicated distribution centers

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Diversity at Save-A-Lot

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• Candidate A ... is Franklin D. Roosevelt • Candidate B ... is Winston Churchill • Candidate C ... is Adolph Hitler

And by the way the answer to the abortion question.....

If you said yes, you just killed Beethoven.

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Diversity Exercise

Diversity Goal Statement• To identify strategies, consistent with the edited assortment model, that

will enable Save-A-Lot to embrace and incorporate diversity within all facets of the Company, in order to:

• Effectively recruit and retain employees and leadership, at all levels of the Company, that reflect the communities we serve;  

• Attract new customers through market and product development that captures and meet the needs of the changing demographics of our nation;

• Seek and attract diverse operators into the Save-A-Lot network of licensed retailers;

• Instill diversity as a mindset and a part of our systematic business practices and processes; and 

• Promote a culture of inclusion among Save-A-Lot employees, leadership, retailers and suppliers through education and awareness programs.

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Personal Agreement

• I have permission to struggle with these issues and to be open and honest about my feelings.

• I understand that it is okay to be imperfect with regard to my understanding of people who are different from me.

• I have permission to reveal ignorance and misunderstanding.

• I am a product of my culture, upbringing, environment, and experiences and “I am who I am.”

• I do not have to feel guilty about what I believe, but I do take responsibility for accepting as much information and knowledge as I can,

• challenging myself to examine my assumptions and beliefs,

• granting permission to the other members of the group to struggle with these issues and to be open and honest about their feelings, and

• agreeing to respect the confidentiality of all the personal information shared in the group.

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Iceberg Analogy

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THE LANGUAGE OF MICRO-MESSAGES

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The Language of Micro-Messages

• Objectives:– Understand the language of micro-

messaging.– Define microinequities and micro-advantages.

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Micro-Messaging

Micro-Messaging

Video #8

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Micro-Messaging

Microinequity•Messages that de-value, discourage and impair performance.•Looks, gestures, tone of voice•Feeling of devalued or invisibility.

Microadvantage• Send message of favoritism• May give slight edge to

someone.

Micro-Messaging

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Micro-Messaging

Subtle Overt

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Back at You

Video # 10

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Count the Passes!

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Which Micro-Messages Are You Sending and

Receiving?• I socialize with the same people and exclude others.• I greet certain people and not others.• I smile when I greet one person and I'm too busy on the

phone when I see another.• One person makes a comment and its not responded to.

The same comment is made by another person and it’s openly embraced as a good idea.

• When I tell my manager that I need to leave early because my child is sick, she responds with a long sigh.

• When discussing deadlines for the team, the team leader looks at his/her Blackberry during the entire discussion.

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External DimensionsGeographic Location

Appearance

ParentalStatus

MaritalStatus

WorkExperience

EducationalBackground

Religion

Work/LifeBalance

Income

PersonalHabits

RecreationHabits

Personality

Internal Dimensions

Age

PhysicalAbility

Race

GenderEthnicity

SexualOrientation

Organizational DimensionsFunctional Level/Classification

ManagementStatus

Unit/Group

WorkLocation

Seniority

Division/Dept.

Office/Field

OrganizationalAffiliation

Lee Gardenswartz and Anita Rowe: Internal and ExternalDimensions are adapted from Marilyn Loden and Judy Rosener(Workforce America! Business One Irwin, 1991)

c

Global Lead Management Consulting

TheDiversi

tyWheelFour

Layers

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Conclusion

Creating an environment where all perspectives are valued and included is a

journey not a destination.

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