A few years ago, James Rodgers was stumped by the question, "Just what is diversity management?"

"I thought it meant affirmative action, equal opportunity employment, and I wanted no part of it," admits the Lithonia resident. "I was uneducated about it myself."

In a short time, Rodgers has turned that lack of education into an expertise. Ten years ago, he left a corporate career to go out on his own, and today he heads a firm of consultants who dispel myths about diversity in the work place and show corporations and businesses how to use diversity to their advantages. "We consider ourselves the only comprehensive advice and support firm for change," Rodgers said. "And it's done through managing the issues of diversity."

In addition to teaching more than 130 companies how to handle diversity in the workplace, Rodgers recently co-authored his first book, "Managing Differently," which offers practical ideas on how to handle a diverse work force and to get 100 percent from each employee at all times.

"It turns out that people were involved in diversity management without really knowing what it was," said Rodgers, who is a management consultant. "They had all gone through 'awareness' programs and 'diversity councils' and were still playing around with it. The one question that kept coming up from middle managers was, 'What do I do differently as a result of my awareness of the importance of diversity in the workplace?'"

The answer Rodgers came up with included seven action points.

"The most important relationship at work is between an employee and his or her manager," he said. "That relationship goes through a predictable cycle - bringing them in, helping them win, helping them grow, letting them go. It's a bit like raising kids. But we came up with seven principles that tell managers 'this is what you must do' instead of 'this is what you must think.'"

The prime thought principle is to treat each employee differently.

"Recognize that your employees are people and each one is unique," he said. "That's what most people have overlooked. They're treating all employees the same because you've got to be 'fair.' That is the most unproductive and abusive thing a manager can do."

Another key principle is learning to manage the stereotypes everyone acquires. As an example, Rodgers uses an anecdote from his career with AT&T.

"I grew up in the South and only knew black folks and white folks," Rodgers said. "The first time I met an Italian-American from Brooklyn, I stereotyped him to be like Vinnie Barbarino. I just cracked up every time he talked. I had to admit I blew it. Part of my learning curve was checking my own reaction to differences and making sure that I was considering talents, motivations and skills instead. Part of the lesson of diversity management is owning up to the fact that you have a head full of stereotypes; but once you do that, you have the power to manage it."

Rodgers also advocates the "three-second pause." The simple guideline reminds managers to stop and dispel the ghosts of their stereotypes before interacting.

"Within nanoseconds, we take in data about people we meet," he explained. "And usually that results in faulty assumptions. If you recognize that and pause for three seconds, it allows your brain time to process the information. And you can ask yourself, 'Am I responding to this person in a way that's going to be effective or am I just reacting to stereotypes?' "

Rodgers and his staff of seven associates have brought their diversity management model to companies such as Southern Co., Georgia Power Co. and Johnson & Johnson. They're currently developing a boot camp, where executives in charge of diversity can learn how to make sure their organization is getting the best results from all employees.

"It really comes down to being a good manager," Rodgers said. "It's just hard for people to believe that the answer that simple."

"Managing Differently" can be ordered online at major booksellers or at It's also available at the Web site, www.managingdifferently.com.