Most colleges and universities have an expressed commitment to diversity. For most campuses, this means having aspirations to recruit and retain diverse students, staff, and faculty. In the process of becoming more diverse, institutions will need supervisors who can navigate the interpersonal, intergroup, and within-group relationships that come with a diverse campus. Interaction among individuals from different cultures is an expected feature of campus life--students participate with each other in classrooms and social settings, faculties collaborate within and across disciplines, and colleagues work together to address student and campus issues. These interactions offer opportunities to enrich the lives, knowledge, and personal capacity of those involved in the exchanges, as well as providing occasions to advance the work of the campus. The positive potential that exists in interactions among those from different cultures can be realized if the individuals involved in the communication possess the necessary knowledge, skills, attitudes, and commitments (Ellinor and Gerard, 1998). The focus of this chapter is to explore diversity and multiculturalism. Specifically, the author focuses on how supervisors must balance the institution's diversity goals and commitments with the daily requirements to demonstrate personal multiculturalism. For simplicity's sake, when used in this chapter, the term "cross-cultural" is meant to convey bridging two cultural groups, while "intercultural" identifies interaction or communication among different cultural groups.