In this article, we discuss the necessary components for successfully creating and implementing a chief diversity officer (CDO) position within a four-year public institution. We explore information about critical stages of the process such as the creation of the position, the recruitment process, and compatibility with the institution's mission. Our research emphasizes the need for modeling intercultural competence at all stages of the process. We underscore the significance of infusing institutional values into a position that is meaningful to all constituencies. We suggest ways of keeping the politics, structures, and culture of readers' own institutions at the forefront of the planning and implementation process.