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In today’s diverse workforce, women of color don’t require urging to “lean in.” Research unveils their abundant confidence, ambition, determination, and desire. Surveys reveal that the vast majority of women of color aim high. For instance, in the United States, 64% of Black women aspire to reach the pinnacle of their careers, nearly doubling the percentage of non-Hispanic white women. Likewise, data from McKinsey and Leanin.org indicates that 83% of Asian women, 80% of Black women, and 76% of Latinas express the desire for promotion, surpassing the percentages for men and white women in the same study.
However, despite this ambition and drive, the representation of women of color in C-Level positions remains staggeringly low at just 4% in 2018. This figure pales in comparison to 68% for white men and 19% for white women. Even prestigious educational backgrounds, such as graduating from top business or law schools, do not significantly alter these statistics. In a striking example, of the 532 African-American women who earned their MBAs at Harvard Business School between 1977 and 2015, only 13% achieved top executive positions, while their male counterparts reached 19%, and a matched sample of non-African-American alumni reached 40%.
It’s evident that the challenges faced by women of color at work are fundamentally different from those impeding white women and men of color. These hurdles encompass microaggressions, double standards, and unconscious biases. Studies have revealed that women of color often endure higher levels of workplace harassment. They are held to a stricter standard, presumed less qualified, and their contributions are frequently overlooked, despite their credentials and achievements.
What’s even more disconcerting is that women of color receive less support from their managers. They are less likely to have supervisors who advocate for their work, help them navigate office politics, or socialize with them outside of work. Consequently, they are often excluded from the informal networks that propel high-potential individuals forward in their careers, lacking the critical mentoring and sponsorship necessary for advancement.
These disparities are not always the result of a conscious decision by managers. When selecting employees for sponsorship, most executives tend to gravitate toward individuals with similar life experiences. This natural inclination, while understandable, perpetuates existing gender and racial biases. For example, the average white American has 91 times more white friends than black friends.
How can leaders support the advancement of women of color on their teams? We propose six immediate actions:
Take Initiative: Recognize that being the sole woman of color on a team can be challenging. Managers should personally invite these employees to office gatherings, indicating a genuine interest in getting to know them better.
Give Due Credit: Women of color often feel invisible at work. Managers must raise awareness about unconscious bias and openly acknowledge instances where good work is overlooked. Their contributions should be highlighted through both formal and informal channels.
Provide Honest Feedback: Managers should deliver feedback that genuinely supports personal growth and advancement. This feedback should be candid and based on areas for improvement, devoid of fear regarding perceptions of racism or sexism.
Assess Potential: Managers should assess potential alongside competencies. Hiring decisions should not solely rely on past experiences, as this may disproportionately disadvantage women of color.
Check for Bias: Organizations should actively track performance, hiring, and promotion outcomes by gender and race to measure progress toward diversity in leadership.
Ask Why: Exit interviews should include questions regarding diversity and inclusion programs. Such insights can offer valuable input for enhancing the overall employee experience.
Women of color represent a highly motivated and engaged group of future leaders. To create diverse and successful teams, companies and managers must invest in ensuring that this invaluable female talent isn’t left behind.
Published by Hear Her Stories