Looking to the Future: African-American Women
Leading in Corporate America
Introduction
Since the time of Susan B. Anthony, women have struggled for equality on every level. Back then, Ms. Anthony was “discouraged that those working for Negro suffrage were willing to continue to exclude women from voting rights,” and she turned her attention to women’s suffrage (Lewis, 2006). It seems that Susan B. was angered by the Fifteenth Amendment because it introduced the word “male” into the constitution when it permitted suffrage for freedmen. Jone Johnson Lewis writes that Susan, “sometimes argued that educated white women would be better voters than "ignorant" black men or immigrant men” (2006). Her view is indicative of her time in history and although discrimination by color or by sex isn’t new, neither is falling victim to this double-sided double standard.
Women are Women, Right?
Sojourner Truth's most recognized speech, “Ain’t I a Woman” was delivered at a women's rights convention in Akron, Ohio, in 1851 (McElrath, 2006).
That man over there says that women need to be helped into carriages, and lifted over ditches, and to have the best place everywhere. Nobody ever helps me into carriages, or over mud-puddles, or gives me any best place! And ain't I a woman? (Truth, 1851)
In her blog, writer Nordette Adams responds to that passage saying, “Nobody helped Sojourner becasue she was black. She's speaking woman power, but she's also speaking of the fundamental difference between white women and black women in society (2007). The face of the corporate environment in the United States has changed a bit, thanks to the long-time battle for women’s rights, but Sojourner’s point is still a valid one. African-American women as well as women of other non-white ethnicities are not treated equally while climbing the corporate ladder. The Institute for Women's Policy Research in Washington, D.C. released study results that show for every dollar earned by a white male, white females earn only 73 cents (Lewis, 2007). The results also show that “Asian women earn 68 cents, African-American women, 64 cents, Native-American women, 58 cents, and Latina women earn 51 cents per dollar” (2007).
By comparison, there are many African-American women who have broken through to top corporate positions. Adriane Brown is currently President and CEO of Transportation Systems at Honeywell (Levenson, 2006). A 2001 article in Essence Magazine (Sherrod) reported Bridgette Heller as executive vice-president of Kraft Foods and general manager of the Coffee Division. She is currently Global President of Baby, Kids & Wound Care Franchise with Johnson & Johnson Consumer Products Company. The article lists Deborah Stewart Coleman is president and CEO of AutoAlliance International, Inc., Ford Motor Company’s South African subsidiary. Brenda J. Gaines, who also appears in the article, was named president of Diners Club North America in 1999 and retired in 2004. Stacey H. Davis is president and CEO of Fannie Mae Foundation. Information on their salaries compared to men in comparable positions in their respective companies was unavailable. How did these women of color make it to the top? What makes them different?
Success and Leadership Know No Color
When interviewed by essence, Heller lists “an attitude of self-confidence and belief in yourself.” She suggests putting together a “cabinet” of people who can be objective about your strengths and weaknesses and who will ground you, reminding you “how smart you are.” Coleman says, “Technical and leadership skills are important,” but adds the importance of acquiring other skills such as tenacity, humility, risk-taking, entrepreneurship and being results-driven. Davis suggests that "it's important for African-American women to interact and feel comfortable with a diverse set of people and make it possible for people to feel comfortable with them."
The interview responses of these successful African-American women exhibit just a few basic success principles. Regardless of your ethnicity, these are important skills and attributes to possess if you are to grab the brass ring. Having made it to the top, these women executives have effectively proven their points. When we think of successful African-American women, two automatically come to mind. Oprah Winfrey, CEO of Harpo, Inc. and Madam C.J. Walker who, with the invention of the straightening comb, changed the way Black women styled their hair. Of course, they applied these basic principles to reach their level of success, but they essentially were not a part of corporate culture. Each of these women owned the company they headed. It was built by them and therefore they had earned the right to keep their respective fingers on the pulse of their organizations. Perhaps they still had to overcome many obstacles related to color, but at the end of the day, they were somewhat more in control of their positions as CEO.
What Makes “Us” Different?
Educational differences between white and minority women may contribute to the pay gap, but participants in the study by Women’s Policy Research were interviewed candidly and indicated that minority women continue to battle discrimination and stereotypes that slow the progress of their careers. In today’s corporate culture, the “boy’s club” mentality can quickly discourage anyone who intends to progress in his or her career. Women in general have been made to feel isolated and left out of the loop. However, the boy’s club isn’t just for boys. White women tend to disregard their darker sisters when networking on the job.
A conference was held in May of 2006 at Simmons College where 200 women in academics and business discussed “the unspoken differences between white and minority women in the workplace” (Lewis, 2006). Workplace gender bias still exists, but some of the minority professionals attending the conference said their white female peers “sometimes made it difficult for them to succeed by not mentoring them or inviting them to join their networks.” One example was a Latina bank manager’s white female supervisor who mentored her at a time when very few women were employed at the financial institution. An African-American manager wondered would that supervisor be so eager to mentor a black subordinate.
Perceptions Versus Stereotypes
Self-Inflicted Barriers
The first step to overcoming the barriers to corporate success for African-American women is to recognize and remedy the self-inflicted ones. I have talked to many young women of color who are annoyed at Black women who dress professionally, are articulate, and appear to distance themselves from their “blackness.” The favorite term to use is “sell-out.” Successful business people know how to dress for success. Selling out to your personal dreams and goals is not a bad thing. Trendy fashions and complex or outrageous hairstyles are acceptable club attire, but may not be appreciated in the board room.
Surviving in the business world means interacting with many different ethnicities and backgrounds, so be able to relate to more than just those people with a similar background. It’s a global economy, and someone from China or New Delhi may not understand colloquialisms used in your neighborhood. African-American women have been known for centuries for their style and individuality. Learn to balance the heritage and style with the power to be a corporate player.
My father, a Southern minister and a Black man, once said to me, “Baby girl, you already got two stripes against you. Don’t go painting any more on.” He meant that I was female as well as being melanin-enriched. This advice was usually repeated following questionable behavior or clothing choices. He was my first mentor and mentorship is the key to success in any field. Find someone who is successful doing what you want to do, and find out how they tick. Emulate them and pick their brain about what they have learned from the journey.
I spoke to several African-American women in the company I am employed with. Several believe that they must maintain an edge to compete in the testosterone-infested world of engineering. They feel they should put their femininity on the back burner to succeed. Indeed, engineering is one of the toughest fields for women to penetrate, but one soft-spoken woman of color with dreadlocks down her back and dressed smartly in a beige suit and pumps explains that authority doesn’t always require a baritone voice. Everyone has the ability to get a “leg up;” even if it is shaven and hose-covered.
Opinions of Others
Bridget Heller says of her suggested “cabinet” that “they can help you see that issues you confront are not necessarily about you as much as they are about the cultural underpinnings of the organization.” Dressing well and commanding (versus demanding) authority are the first steps toward overcoming the corporate culture. There will always be those entities that find fault, but a strong understanding of your own self-worth opens the door to those remaining unformed and unbiased opinions. Ask yourself who of those has the power to influence your bottom line and how they perceive you.
That line of thought brings me to my favorite success principle, reciprocity. It is the old adage of “scratch my back and I’ll scratch yours.” It is the basis of how all business is done. Work done on the job is reciprocated with a paycheck. The company wins because they have the benefit of expertise and hard work from an employee; employees benefit from financial gain.
“People generally expect that, over time, those people they have done things for “owe them,” and will roughly balance the ledger and repay costly acts with equally valuable ones” (Cohen & Bradford, 2005). This give and take premise requires first expecting the counterpart to be an ally. Secondly, it demands an understanding of the “currency” of the person you hope to influence. If what you are selling isn’t what your person-to-be-influenced needs, your exchange will not be successful.
Despite those who would find fault, there are many who can be a source of support and even become cheerleaders. Organizations designed to train, support, mentor and coach women in the fine art of corporate survival are more abundant than you might think. For example, Executive Coaching offers a course for women executives. “The truth is that men and women often approach a broad range of career issues differently. Whether it is conveying competence, facing competition, being heard, understanding corporate politics, participating on a team, building alliances or leading others, many executive women unwittingly make mistakes that undermine their credibility” (“Executive Coaching.com,” 2007).
Character
Honesty, integrity, accountability and loyalty are attributes corporations look for in senior-level management. During an interview a manager hopes to size up potential employees and get a glimpse of their character. Who you are when no one is looking weighs heavily on your ability to be a leader and to be trusted. Employers want to know that the people within their ranks have the company’s interest at heart. Be where you say, when you say, with what you promised to deliver. This builds the confidence of management and well as self-confidence and both will learn to expect the best. Bridgette Heller says, “Many women in the corporate environment think that the decks are stacked against them and that they are not going to be successful. But you have to really, really know that you can succeed" (Sherrod, 2001).
Conclusion
Although African-American women have experienced the short end of the corporate stick, the tide is turning. Women of all ethnicities are discovering that leadership and success principles like good people skills, give and take, strength of character, company loyalty, and professionalism help to level the playing field. Can you lose your “self” in a job and focus on what’s right for the company? Understand that your efforts in this area will produce recognition and appreciation for what you do. Plug into organizations and networks that can further your career goals and surround yourself with people who can help you get where you want to go. Be straightforward about your career goals. Nobody can help you if they don’t know you require it.
All of these skills and attributes have served successful executives—both women and men—well and they give you a positive label. Providing coworkers with a category to put you in could be detrimental, or it could be the key that opens the door to the executive suite.
References
Adams, N. (2007, March 8). Feminism and African-Americans: Ain't I a woman? Confessions of a Jersey Goddess. Retrieved March 18, 2007 from http:// jerseygoddess.blogspot.com/2007/03/feminism-and-african-americans-aint-i.html
Cohen, A. & Bradford, D. (2005). Influence without authority, 2nd Edition. Hoboken: John Wiley and Sons, Inc.
Levenson, E. (2006, October 2). 3 big companies where women rule [Electronic version]. Fortune. Retrieved March 21, 2007 from http://money.cnn.com/ magazines/fortune/fortune_archive/2006/10/16/8388608/index.htm
Lewis, D.E. (2007, May 7). Inequality among women explored [Electronic version]. The Boston Globe. Retrieved March 19, 2007 from http://www.boston.com/ business/articles/2004/05/07/inequality_among_women_explored/
Lewis, J.J. (2006). Susan B. Anthony. About: women’s history. Retrieved March 19, 2007 from http://womenshistory.about.com/library/bio/blanthony.htm
McElrath, J. (2007). Ain’t I a woman?: Delivered by Sojourner Truth. About: African-American history. Retrieved March 22, 2007 from http:// afroamhistory.about.com/library/blsojourner_truth_womanspeech.htm
Sherrod, Lena. (2001, March). Sister CEOs: What it takes. Essence. Retrieved March 19, 2007 from http://www.findarticles.com/p/articles/ mi_m1264/is_11_31/ai_70902545
