From our 2008 Census

ITW is a $16.2 billion diversified and value-added manufacturer consisting of approximately 825 business units in 52 countries and employs some 60,000 people.

What strategies have you found to be most effective in advancing women to senior roles and tapping their contributions?

With the decentralized nature of ITW's businesses, and 825 operating units, we have to work hard to ensure that there are many entry points for women across our company. The last thing we want is to exclude talented, capable people, women, or other minorities. As we continue to diversify, there are many opportunities we can create for women, and devising jobs that are challenging yet flexible enough to meet their demands is paramount. It's really more of a personal development plan versus something that's company-wide and an initiative we see as increasingly important, in general. It's a key element in how I see us growing and what we want to do more of in the future. You can continue with the same, familiar approach but if you want to make progress on diversity, you have to reach outside the norm.

In business, the (management) characteristics are heavily tilted toward one particular set of traits, which is a reflection in many ways of our markets. Our construction business, for example, is one where we haven't had a lot of women. Well, it turns out that if you ask, a lot of women do want to work in construction. I have a number of women in key positions on my senior staff who bring different and valuable perspectives to many of our various businesses and markets.

What do you see as the biggest challenge to increasing the number of women on boards and in senior management?

Focus and priority. If it's not a focus in your given business environment, it's not going to happen on its own. You have to recognize that increasing the number of women in senior roles is a priority - not just for one or two managers but throughout the organization. And, you have to do it in a visible fashion. You have to create opportunities, where you can develop entry points for women to come into the company at all levels.

Our organization is characterized by a lot of long-serving people, but if you wait for them to percolate to the top, diversity doesn't necessarily percolate to the top at the same rate. You have to be able to go outside the company, too, for certain roles and assignments to find qualified women who can come in and take on risk at the top level. Whether it's through mentoring programs or women's leadership groups, not only do you need to create the opportunities, you have to create the support network within your company to aid in balancing children and family or helping develop more social capital.

What advice do you have for women who are trying to advance? What advice do you have for men who make these decisions?

Develop your positive impact. I think women do a better job of aligning themselves where they can have the greatest impact. If you're not enjoying it and focused on the next rung on the ladder, it can be a slippery slope. The other advice I'd give is, fill the void. Don't wait. Don't assume that this is the way the 'good old boys' do it. Don't ask for permission to create an impact. There seems to be too much focus currently on how to go about getting to the next level. Assume you're the right person to do it and move forward. Demonstrate your capability to the organization.

To those who make the decisions: Look in the mirror. Do a survey of your senior management ranks and look for diverse elements. Gender is obviously one of those elements and it's not hard to tell where you stand. Don't be afraid to grade yourself. If there's no diversity, make it a priority. Look at what has worked and what hasn't. Ask yourself: Why can't this happen more quickly? Is there something unique to our business?