Asian American Women Leaders: No Equity or Inclusion without Promotion.

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Asian American Women LeadersDiversity is not the same as equity and inclusion, and that case is made strongly by the real gap between the large numbers of Asian Americans and Asian American women in professional roles and the slight numbers holding senior and executive leadership positions.

An evolution of both equitability in promotions and more inclusive images of leadership is needed to breakthrough the nebulous bamboo ceiling – propped up by perceptions, stereotypes, projections and some cultural differences that have very little to do with leadership competency.

It’s A Promotion Issue

When we talk Asian American heritage in the U.S., we are talking about a widely diverse aggregate of people – individuals from distinctive ethnic backgrounds from 3 major regions and over 20 countries: East Asians (incl. Chinese and Japanese individuals), South Asians (incl. Indians and Pakistanis) and Southeast Asians (incl. Thai and Vietnamese individuals).

As a diverse whole, this fastest-growing demographic group of Asian Americans are over-represented among the highly educated and the professional workforce, but highly underrepresented in leadership: they represent 7% of the U.S. population, 13% of the U.S. professional workforce and only 6% of executive posts. Only 4 CEOS of Fortune 500 companies are Asian American women, 4 CEOS of S&P 500, and none of the S&P 100.

Asian Americans are least likely to be promoted to senior management and leadership: In 2016, Ascend found that one of every 12 white men and one of every 28 white women in the professional workforce is an executive, but only one of every 30 Asian American men and one of every 64 Asian American women have reached executive level.

This invisible barrier to senior leadership shows up across professional sectors:

  • Ascend found that only 1 out of every 285 Asian women and 1 out of every 201 Asian men in Silicon Valley was an executive.
  • Yale reported that Asian Americans have the lowest ratio of parters to associates.
  • Asian Americans manage less than 1% of capital in the asset management industry despite meeting and exceeding industry performance benchmarks.
  • While comprising 23% of middle managers and professionals in banking’s six largest U.S. lenders, Asian Americans make up only 7% to 19% of executives in these organizations.

As Buck Gee, researcher and executive advisor to Ascend, summarizes: “The problem is equity of promotions.”

The Gaps in Inclusion and Addressing Discrimination

Not surprisingly, 65% of AAPI managers view the bamboo ceiling as a moderate to serious problem in their careers and nearly all see it as problematic – yet Asians are too often not prioritized or even included in DEI efforts. In Bain’s research on belonging and inclusion, Asians – both men (16%) and women (20%) – felt the least included of anyone, even though more represented than other groups in many environments.

45% of Asian adults have experienced outwardly offensive incidents since the start of the pandemic. 67% of Asians feel business has ignored racism against their community, 58% say racism in the workplace has damaged their relationship to their employer and 55% say little has been practically done to address systemic racism.

As highlighted last year during Asian American and Pacific Islander Heritage Month, the myriad form of discrimination and stereotypes that Asians experience are invalidated, obscured and gaslighted by the “model minority” mythology. These include lack of ethnic discernment, cultural ignorance, imposed cultural stereotypes as well as real cultural values and communication norms at odds with Western ‘masculine’ leadership concepts, racialized sexism/sexualized racism, and disproportionate work expectations due to perceptions of being content with self-sacrificing, hard-working, and delivering high performance standards. In terms of microaggressions, the term “interchangeable Asian” has come to qualify the frequent experience of being mistaken for someone else alongside the presumption of the perpetual foreigner.

Experiences of Exclusion Despite Representation in Tech

Ascend previously found that while Asian Americans comprised the largest cohort of entry-level, non-managerial employees with a college degree in Silicon Valley (47%), they are half as likely as white men and white women to hold positions within two reporting levels of the CEO.

Due to representation, Asian women are often excluded from DEI initiatives, but a Center for Worklife Law report released in April on women of color in tech reveals that the experiences of diverse Asian women in tech more closely parallel other women of color who are underrepresented.

East Asian women report lower engagement and career satisfaction. They are 66% less likely than white women to see a long-term future in tech, 42% more likely to have felt demeaned, disrespected, left out of the loop, or treated as invisible, 47% more likely than white women to have their competence and commitment put into question when becoming mothers, and 38% more likely to have difficulty getting administrative support.

South Asian women were 60% less likely than white women to see a long-term future in tech, 54% more likely to be given work beneath their skillset, and 54% more likely to feel that distancing from those like them was a politically savvy move at work. Whereas Southeast Asian women were 29% more likely than white women to leave a job for the workplace culture, 57% more likely to feel called on to perform emotional labor, 51% more likely to feel corralled into traditionally feminine roles, 45% more likely to feel perceived as a team player not a leader, and 43% more likely to feel expected to be a worker bee.

Diversifying the Image of Leadership

We previously called out that organizations are blatantly overlooking Asian American women leaders, who are already in the talent pipeline but getting caught in a career plateau, and organizations need to diversify the image of leadership:

  • Western leadership norms that are too narrow and over-emphasize “assertiveness,” not even the best indicator of an effective leader, are keeping East Asians from the US C-Suite. Too often, the cultural norms of humility and conformity are perceived as a lack of confidence or motivation, which they are not.
  • Insights into successful C-Suite Asian American Executives reveal many source their leadership in the non-visible values of continuous learning, collectivism and humility – but a too narrow definition of leadership inhibits companies from recognizing and promoting diverse leaders in, and for, their authentic leadership styles.

Asian-American Bain Partners and researchers, Karthik Venkataraman and Pam Yee, observe that equitability in systemic enablers (relative to everyday behavioral enablers) – such as performance management, promotion and recruitment – are more meaningful to Asian-Americans in creating inclusion. This is not surprising when statistics reveal that systemic inequities are at play in creating unequitable outcomes – and real interventions need to happen.

For one, clearly Asian Americans need to be included in equity and inclusion strategies, and formal executive sponsorship programs are needed to support Asian American women into those leadership spaces. If you’re a leader, considering being the sponsor that supports with visibility and exposure, and advocates for high-profile work and opportunities, for an Asian American woman who is being overlooked. If you’re an Asian American woman and you don’t have one now or have never had one, truly consider finding a sponsor to advocate for you, even if it’s uncomfortable to ask.

Inclusion means that individuals feel equitably valued and supported as their authentic selves, empowered, and able to fulfill their potential in the workplace. Bain Partners Venkataraman and Yee reflect on the leadership gap for Asian Americans, that also exists in their organization, and the potential cost of assimilation their generations made: “We believe that our junior colleagues are going to insist on being able to bring more of their cultures and experiences to the workplace than we did so that they can feel as though they belong as their authentic selves, and we need to do our part to make that possible for them.”

Indeed.

By Aimee Hansen

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Diversify the Image of Corporate Leadership to Include Asian American Women

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Asian American Women LeadersIf more Asian American women are to reach leadership positions, Corporate America needs to integrate a wider and more inclusive image of what leadership looks and feels like.

Nearly 40% of Asian American women identify as entrepreneurs. According to the 2019 State of Women-Owned Business Report, Asian American women-owned businesses represent 9% of all women-owned businesses.

Between 2014 to 2019, the average revenue for women-of-color-owned businesses shrank, according to the report, with the exception of Asian women-owned businesses. The average earned revenue for these firms indexes 33% above all women-owned businesses and represent the highest number for any racial/ethnic group, though Asian American businesses have been been disproportionately devastated by the virus of racism since the pandemic began.

Asian American women know how to lead and the results of their businesses prove they lead well. Last week, theglasshammer talked about the insidious harm of stereotypes, mythology and microaggressions when it comes to obstacles to reaching corporate leadership for Asian American women.

Now let’s question a definition of leadership that closes the gates to women that are compelled to lead – especially East Asian women.

The Over-Valuation of Assertiveness

Asian American women leaders are far from a monolith and are not represented equally in leadership either. Another factor at play in inhibiting East Asian women, in particular, in attaining executive leadership roles is a status quo of narrow leadership norms that close the gates to a diversity of leadership qualities and approaches.

A report on diversity among Fortune 500 CEOs from 2000 to 2020 indicates that 35 Asian-Americans were CEOs Of Fortune 500 companies during this period: 13 were East Asians and 22 were South Asians. Only six were women.

Among Standard & Poor’s 500 companies between 2010 and 2017, there were 1.92 white CEOs per million in the U.S population, 2.82 South Asian CEOS per million in the population, and only .59 East Asian CEOS per million in the population.

Recently released research from MIT Sloan associate professor Jackson Lu explored why East Asians, but not South Asians, are uniquely underrepresented in leadership in U.S. business, concluding that this inequality is “an issue of cultural fit — a mismatch between East Asian norms of communication and American norms of leadership.”

While non-Asian Americans exhibited greater “prejudice” against South Asians than East Asians, this did not correspond with the leadership gap. “Motivation” was also equal between the groups. What the researchers posit is that the over-evaluation of “assertiveness” in U.S. leadership, which East Asians consistently scored lower on, is why East Asians are less likely to attain leadership positions.

Whereas South Asian cultures often encourage assertiveness and debate, East Asian cultures often emphasize humility and conformity, but this is not indicative of the lack of confidence nor motivation that it can be perceived as through a Western lens.

“Importantly, assertive leaders are not necessarily the most effective ones. American organizations need to diversify the prototype of what a leader should look like,” states Wu. An overly assertion-based leadership ideal not only has a cultural and gender bias but an inclination towards more toxic shadow traits of leadership.

Diversifying The Leadership Norm

Part of valuing and respecting Asian American women leaders involves changing the cultural norm and implicit prototype of what we value in leadership.

A September 2020 paper from Russell Reynolds Associates suggests that companies “reconsider internal definitions of who is qualified to lead”—pointing out that a too narrow definition of good leaders is what inhibits the wider objectivity needed to promote the best leaders in their own authentic leadership style.

“Past efforts to fill this leadership gap have mainly focused on how Asian Americans should individually moderate their leadership styles to adapt to the dominant culture. Yet this approach opens the possibility that they will be criticized for another reason: failing to match American expectations of stereotypical Asian American behavior,” writes the authors. “We consider this a ‘double-edged sword,’ with neither path allowing them to be recognized and rewarded for their authentic leadership styles, wherever they fall on the spectrum of cultural expectations.”

“In our experience, the leadership gap is not a reflection of how well Asian Americans can lead,” the authors continue, “but rather how narrowly companies define what a successful leader looks like and how he or she should behave.”

“While many organizations value assertiveness and self-confidence in their leaders,” says Deborah Ancona, professor of leadership at MIT Sloan and founder of the MIT Leadership Center, “it is important to note that there are many different leadership capabilities that organizations also need to foster and reward.”

A qualitative LEAP Asian American Executive Leadership report revealed that among successful C-Suite Asian American executives, the non-visible values of continuous learning, collectivism and humility were at the root of their successful leadership.

Along with recommendations for individuals that would frankly apply to any aspiring leader (self-reflect, observe others, push (your own) boundaries and be open), the LEAP authors recommend, in their words, that organizations take three actions:

  • Redefine leadership – reconsider the definition of leadership combining the uniqueness of Asian Americans and, organizational, and societal needs
  • Create spaces – offer programs that embrace leadership styles, mindsets and values that develop and align to Asian American leaders
  • Reach out – include Asian Americans’ diverse perspectives and mindsets when navigating change and uncertainty

The cultural and personal influences that characterize the leadership of any given individual will be unique—the point is for more varied expressions to be invited in, to reveal their own strengths and benefits.

Our definition of leadership is dated and limiting the range of talent that gets in and leadership approaches. In order to create more diversity in leadership, we need to diversify the way we think about leadership, to begin with.

By Aimee Hansen

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Why Asian American Women In Business Need You To Not Be Passive

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Asian American WomenIt’s been well-documented that Asian American women in business are often the professional but too rarely the executive.

As written in Forbes, Asian American women are the demographic group most likely to have graduate degrees but least likely to hold positions within three reporting levels of the CEO or to have line or supervisory responsibilities. Asian women outnumber Asian men among associates at U.S. law firms, but Asian men are nearly twice as likely as Asian women to be promoted to partner (64% vs. 36%).

Recently, in a national outcry against anti-Asian racism, micro-assaults, commercial discrimination and hate crimes that have risen across the pandemic, culminating in the March Atlanta shootings of eight people (six of which were women of Asian descent), nearly 1000 Asian-American business leaders have pledged $10 million to support Asian American Pacific Islander (AAPI) communities.

The Danger of the “Model Minority” Mythology

Asian American often women encounter a convoluted web of cultural myths that create a plateau in their career path. In one study of Asian American women who experienced discrimination, 34% reported that others assumed they were passive while 14% felt others viewed them as incapable of leadership.

The discrimination and bias faced by Asian Americans is often invalidated and made “invisible” due to being labeled as the model minority (due to having the highest educational achievements, highest median income, and one of the lowest crime rates) while actually being held back from the success of leadership and promotion. Not to mention blinding us to the reality that Asian-American women have been the hardest hit by Covid-19 job loss, with 44% out of work for six months or more.

The insidious impact of the harmful “model minority” mythology upon the Asian American community is that it’s both gaslighting and obscuring of the myriad discrimination and anti-Asian racism that very different groups of Asian American women actually face. Not only that, but it squeezes out room for the voices and diverse experiences of Asian Americans to be heard.

Aspects of the bamboo ceiling Asian American women confront include cultural ignorance and lack of ethnic discernment; the presumption of the perpetual foreigner; both imposed cultural stereotypes, as well as real cultural values and communication styles, that are at odds with Western masculine stereotypes of leadership; perceptions of hard working, discipline, intelligence and self-sacrificing that perpetuate an expectation of (quietly) carrying disproportionate quantities of work at a high performance standard; and racialized sexism/sexualized racism.

Yet when Asian American women do break prescriptive stereotypes to show assertiveness, they can be perceived as threatening and penalized in likability. Meanwhile, Hollywood has been no ally in challenging the stereotypes and simplistic tropes that Asian-American women are cast into, but rather reinforces them.

Speaking Up About Microaggressions

“In a workplace culture, racist acts usually play out as microaggressions—those small verbal or nonverbal slights, snubs, or insults. For example, being asked where you’re really from or being told that your English is really good assumes if you’re Asian, you’re foreign, and not a “real” American,” states Serena Fong, Vice President, Strategic Engagement, at Catalyst.

“Experiences of being invisible and forgotten surface through assumptions that because Asians are smart, quiet, and hardworking, they don’t experience racism at all,” Fong continues. “However, research shows that Asian Americans are the least likely group to be promoted to management positions, and Asian women hold the smallest share of total management positions in the US. Think about what’s conveyed when you say to an Asian colleague, particularly an Asian woman, you should “speak up more”, or “you’re so quiet”. Is that true or based on stereotypes?”

Microaggressions lower implicit self-esteem among Asian-Americans and induce stress, and when related to the “model minority” stereotype or perceived foreignness, are correlated with higher odds of poorer self-rated health. As part of AAPI Heritage month, the Los Angeles Times is currently polling to know strategies for countering microaggressions.

Fong advises, in her words, what not to do when you witness a microaggression:

  • Don’t act like you didn’t hear or see it. Racism is not going to go away if we ignore it. In fact, ignoring it can be seen as tacit agreement—and this failure to address it can add insult to injury.
  • Don’t make excuses. Explaining that somebody didn’t mean to be racist doesn’t make the remark or action any less hurtful or less racist. When somebody asks, “Where are you really from?” and isn’t challenged, their question reinforces stereotypes and perpetuates inaccurate information.
  • Don’t become immobilized. This happens more often than not; you witness something but are at a loss for what to say or do—and end up doing nothing.

Instead, Fong recommends:

  • Address the microaggression by responding with a non-judgmental observation or asking a thoughtful question. Doing so signals support for your colleagues and models inclusive behavior and courage to others. It may not be easy, but it’s worth it.
  • Talk to those involved. Doing so can break down stereotypes and provide comfort and support to the targets, particularly during such a scary time in the world. Check in with your colleagues to signal that you’re open to listening without putting the burden on them. If they don’t want to talk, be okay with that.

When it comes to disrupting the conscious or unconscious, not-so-small and harmful expressions of discrimination, we are all responsible. We do not need Asian American women to learn how to “speak up more.” We all need to be brave enough to speak up and out, more.

By: Aimee Hansen

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Mover and Shaker: Yin Seo, Technical Product Manager, Laserfiche

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Yin Seo

By Cathie Ericson

Work is much different than school, Yin Seo realized early on.

“At school, everything is laid out and you know the success metric you are working toward, but in the professional world, there’s no answer key,” she says. “Everything you are doing is brand new and something that no one else has done, so what separates good employees from exceptional employees is that the exceptional ones are able to decide for themselves what is best for the team and the organization. You will never be given an assignment where someone else knows the answers.”

Advancing New Ways of Working

Seo started as a software automation engineer right out of UCLA but transitioned from coding to a subject matter expert role, where she worked more closely with clients. Soon she was overseeing an entire development team as well as the designers for a software division, which she found to be her true calling — managing the project development life cycle. There she made several impactful changes, including transitioning the development process to a “scrum” format, which she found to be superior as a way to emphasize the team mentality while implementing quicker turnarounds.

She remains passionate about project and product management and has since become certified as a Scrum Master and Project Management Professional. While the “agile” way of doing things has been successful for some time with software companies, it is moving into other industries as a best practice, validating that the technique will work for any type of project management.

She then moved to Laserfiche, a leading global provider of enterprise content management software, where she has spent the past seven months as a technical product manager, learning a new industry and new software.

Currently Seo oversees two teams working on advancing the company’s business process automation product suite. “My teams have been working really hard, and it’s exciting to see the fruits of their labor,” she says, adding that as a product manager, the most important aspect is making sure that what they’re building delivers value to customers.

One major accomplishment she has already achieved was being asked to give the keynote address at the annual Laserfiche Empower Conference, attended by more than 3,000 people. She had only been with the company for less than three months when she was invited to speak, which was a huge vote of confidence, but the other reason the accomplishment feels so significant is because previously she had been terrified to speak in public. “This was validation that I had moved out of my comfort zone to where I could handle it,” she says.

Using Strengths to Navigate Challenges

While there is a well-known dearth of women in software development, Seo sees that a major barrier for women to succeed lies in confidence. She believes that when young women see those numbers, they start to create a narrative about why there is a lack of women, which can create doubts: Are we not good enough? Is it too hard?

She urges young women to look past the statistics. “We want to be judged by our work, based on merit, and so we need to do the same for ourselves. We need to help the numbers grow, but not let them define us.”

And, she also reminds professionals at every level that they have to keep growing their skills. “If you are not improving, then you are technically losing ground since everyone else is focused on getting better.” As she points out, these skills might not always tie directly to your career; for example, for her it was improving her public speaking acumen.

An avid rock climber, Seo sees the sport as a perfect metaphor for the tech industry and pursuing goals. In rock climbing, climbers refer to every route as a “problem,” each with a grade, and as you get more experienced and stronger you can conquer higher grades – just as in business. “I’ve been learning that a lot of success comes from technique, and every problem has different solutions that you can solve in different ways,” she says.

Rock climbing also comes with its own set of stereotypes; for example that you have to be tall and have significant upper body strength, but Seo has found that you don’t have to be a certain body type to climb well. “My husband and I climb together, and he’s a little better, but there are some problems I can solve that he can’t. I am shorter but have less weight to pull up and am more flexible so you always have to use your strengths to your advantage.”
Just like in the business world.

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Asian American Women 2018: Often The Professional, Too Rarely The Executive

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Asian

Image via Shutterstock

By Aimee Hansen

When it comes to Asian American women in business leadership, the steady storyline is often the professional, less likely the manager, and rarely the executive.

Asian Americans make up 6% of the US population, 12% of U.S. professionals, and yet only 5% of executives, leaving them “stuck in the middle”.

On Wall Street and in Silicon Valley, Asians comprise even higher percentages of professionals, but a much smaller percentage of senior executives. They make up 26.9% of professionals at Goldman Sachs but only 10.7% of senior executives, 23.1% of professionals at Citigroup Inc. but only 12.7% of executives, and 20.6% at JP Morgan but only 6.8% of executives.

Buck Gee, a retired Cisco Systems Inc. vice president and co-author of a new report from the nonprofit Ascend Leadership, said in Bloomberg: “We are the most successful minority.” But when the lens turns to C-suites and upper management, “we’re the least successful minority.”

It’s not an education problem or a hiring problem, or necessarily even a pipeline problem. It is, however, cultural – largely, a corporate cultural issue.

The corporate-defined stereotypes of leadership (masculine, aggressive) and the intersection of gender and racial stereotypes through which Asian American women are perceived play at least as big of a role as the instilled cultural norms that may keep Asians from advocating for themselves as leaders, while trusting in hard work being enough to bring results.

Companies are called to practice inclusivity: leadership development and demonstration that bridges (not falls through) the cultural gaps to get diverse talent into leadership roles.

Stereotypes and “Model Minority”

Due to high education, professional employment and income levels, strong entrepreneurism, and the “model minority” reputation, Asian Americans are often overlooked when it comes to encouraging diversity.

But Asian American women face both “positive” and “negative” stereotypes – that may lead to envy, resentment, dislike, or perceived lack of leadership qualification – and can hinder organizational advancement. They face the intersectional discrimination of “racialized-sexism” and “sexualized-racism.” Even the seemingly positive reputation of “model minority” is a skewed and distorted box that inhibits advancement when it comes to leadership. And, studies have shown “that Asian Americans, like other minority groups, are aware of and may even internalize the stereotypes attributed to them.”

According to a qualitative study published in the Global Journal of Human-Social Science that tracked 16 Asian female middle managers, Asian women reported that they “sometimes benefited from the positive associations of their Asian ethnicity with qualities such as intelligence and diligence, and sometimes they face the demerits of being Asians, that reinforce a view of them being passive and lacking in leadership skills.”

According to the research, the experiences of these women were “complex and conflicting.” Some participants reported that they were able to seize opportunities for self-actualization, personal empowerment, and career growth “by leveraging their Asian culture,” but others talked about a subtle cultural disconnect that created barriers to networking, as well as to conforming with the norms of American corporate culture.

Meanwhile, when it comes to executive ambition, Asian women are “more likely than white women to say that their goal is to reach the top of their profession.”

Missing at Executive and Middle-Management

“The Illusion of Asian Success” report focusing on the San Francisco Bay area tech companies, by the Ascend Foundation, found that despite being the biggest professional racial cohort across 2007–2015, Asians were the least likely to be promoted to manager or executive level.

“Asians are still the least upwardly mobile demographic to reach leadership positions in (San Francisco) Bay Area technology companies,” state the authors. “The widely-held notion of Asian executive success is largely an illusion.”

The report found that while they are “outnumbered by Asian men and women in the entry-level professional workforce, white men and women were twice as likely as Asians to become executives and held almost 3x the number of executive jobs.”

Ascend previously created the Executive Parity Index™ (EPI) – which “scores a company’s diversity in its executive workforce relative to its entry-level workforce.” The report found that between 2007 and 2015, white women went from 12% below parity to 17% above in 2015, but all racial and ethnic minorities remained below parity.

Asian women were especially unlikely to become Executives – going from 76% below (.24 EPI) executive parity in 2007 to 66% below (.34 EPI) in 2015. Meanwhile, Asian men went from 44% below parity to 38% below parity.

Ascend also introduced a new Management Parity Index™ (MPI) to look at mid-level management representation. Asian women had the lowest MPI of .54 in 2007 (45% below parity) and .69 (31% below parity) in 2015.

“Asians were the only minority group underrepresented in middle management,” the authors were surprised to find. “We conclude that Asians were not only the least likely to be executives in 2015, but also the least likely to become Executives in the near future.”

While the executive gender gap for Asian women is only 85% with Asian men, the racial gap is 246% with white women. As white women were promoted, race became the increasingly dominant limiting factor – going from twice as big as sex in 2007 to three times as big in 2015.

The report co-author Denise Peck, a former vice president at Cisco, stated “Minority women continue to bump against a double-paned glass ceiling. The data show that a general focus on developing women leaders has not addressed the distinct challenges for Asian, Black, or Hispanic women. This has been an unspoken truth in the minority community, and we hope that our report opens a long overdue dialogue.”

Companies Need to Build a Cultural Bridge

In the LA Times, writers Ramakrishnan and Lee note how a few highly visible tech leaders can create a false perception of Asian prominence among leadership: “while Asian Americans can get through Silicon Valley’s doors, they are unable to move up the ladders.”
The article asserts that Asian Americans are often perceived as having more hard skills (competence) and fewer soft skills (communication, collaboration), but that there is a gap in soft skill development and demonstration opportunities for Asian professionals.

In the 2016 National Asian American Survey, 68% of white employees indicated planning or chairing a meeting at work, while only 51% of Asian American employees had done so, despite an equal percentage (40%) indicating they served in a supervisor capacity.

Again, the gap grew among women, as Asian American women were “25 percentage points less likely to chair a meeting when compared with white women.” The LA Times writers state, “One obvious, simple and costless solution is for employers to make sure that everyone who’s qualified gets an opportunity to lead a business meeting.”

During Bloomberg’s “Walk the Talk” feature on why so many Asian Americans are absent from the C-Suite, Laura Colby said “many Asian executives who I talk to will themselves say that they credit a bit of their upbringing for them not being as aggressive perhaps as might be considered necessary to show that you want to advance in Corporate America.”

Colby emphasized, however, that companies have to be more inclusive to bridge exactly these cultural nuances: “There are some programs out there, but several of the people I spoke with said you really have to make a point of engaging all the groups in a corporation, not focus on a specific group, or blame people for their own lack of being able to climb the ladder when really it might be the ladder itself that is tilted and preventing them from getting where they want to get.”

Sometimes, it’s the ladder that is broken, or too narrow, or too weak, or too rigid, to allow change to climb as high as it needs to.

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Asian American Heritage Month

As Asian American Heritage month comes to a close, we hope you have enjoyed the inspiring career profiles of Asian American Female leaders we have featured this month.
Asian American

Image via Shutterstock

 

Take a look at previous articles written by theglasshammer.com writers during previous Asian American month celebrations.

 

The Bamboo Ceiling Could Be Costing Business

 

Do Asian-American Women Face a Glass Ceiling or a Bamboo Ceiling? Both, and More. 

 

Asian-American Women and the Bamboo Ceiling

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Mover and Shaker: Yuko Ikeda, Vice President, Senior Human Resources Generalist, Voya Investment Management

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yuko ikedaBy Cathie Ericson

Yuko Ikeda carries with her the image of a young woman navigating the streets of New York, holding a tote bag emblazoned with the words “Carry yourself with the confidence of a man.”

To her that is the epitome of what will help women succeed in the workplace. “I believe some women create their own barriers by underestimating their abilities and waiting too long to grab opportunities,” she says. “Also, projecting confidence is a big part of advancing your career. Generally, men do this better than women.”

This is why she advises young women to work hard, but effectively, and with a purpose. “Be smart by having a keen focus on the big picture,” she says. “You have to understand your business and how your company makes money, and then develop a line of sight to how you connect to that and how you can contribute. Volunteer to fill gaps and look around to find ways to help the team succeed with the interests of the firm at heart.”

She recalls the words of one of her sources of inspiration, General Electric’s Jack Welch, who reminds people to “Control your destiny or someone else will.”

“While hard work is only the ticket to entry, high performance will broaden your choices since people are watching and will offer you new opportunities,” says Yuko.

Creating Her Own Success

Ikeda has seen that philosophy at work as she has created her own HR trajectory.

Born and raised in Japan, Ikeda started her career in the Tokyo human resource offices of American companies. Her first stint was with semiconductor firm General Instruments; since they didn’t have an official HR department, she describes her three years there as a time of self-learning, where she attended seminars and read books to understand HR theories and best practices. She was fortunate to have a great mentor who guided her throughout her time there, which demonstrated the importance of having mentors in your life. After that valuable experience, she developed relationships with two other life mentors later in her career – one Japanese and one American – who became indispensable in her personal development which she cherishes to this day.

During her tenure, she built the infrastructure they needed, implementing various processes such as customized performance reviews, all without formal training. “It was like creating my own business school curriculum where I would apply theories and make them practical,” she says.

Thanks to her active participation in one particular seminar she attended, she was noticed by GE Capital and recruited there, an important move considering GE is known as a luminary and trailblazer in the HR field. Their well-established HR function helped propel her to the next phase of her career. “It was like drinking from a fire hose,” she says.

She was offered to be on GE’s “HR Leadership Program (HRLP)”, a program designed to help develop and nurture the leadership pipeline at GE . She rotated through stretch assignments and global seminars during the two-year program, giving her career an enormous boost. At the end of the program, she was assigned to be head of recruitment, leading a group of older team members, many of them male. She quickly found that not all of them felt comfortable being managed by a younger female, which ultimately offered another step in her growth.

When AIG acquired one of the units, Ikeda was chosen to be the head of Japan human resources for their asset management arm, AIG Global Investment Group. This opportunity constituted a major promotion which she held for four years. At the time she was reporting to the global head of human resources who asked her in 2008 if she would be interested in a newly created global HR Generalist role based out of the New York office. In this new role, Ikeda partnered with the equities, fixed income and business development teams on a global basis. A month later, the AIG meltdown occurred, which expanded her responsibilities to include leading the HR effort on the separation and divestiture activities. This gave her invaluable experience with change management and navigating through uncertainties.

Five years ago, she moved to Voya Investment Management, working with various investment platforms as a senior HR generalist. She is currently leading the talent review process, where the senior leadership team comes together for a full day to discuss succession planning as well as identifying emerging talent for Voya’s future leadership pipeline and building bench strength. “We are entrusted with people’s money, so it’s vital to have a strong succession plan in place to ensure our clients remain our focus and their money we are entrusted with has the best talent overseeing it.”

A key part of that is talent retention; she is proud that Voya Investment Management is routinely named one of the best places to work, which reflects well on its culture and provides an important differentiator in a saturated industry.

“Our focus on culture and talent development not only leads to better company performance but also provides a competitive edge,” she notes. “When we are in the finals or part of a due diligence process, we may be competing against companies with similarly strong performance and competitive fees, so we believe that culture is increasingly becoming a key decision factor.”

Being Mindful Can Help Reduce Unconscious Bias

Ikeda believes it’s important to be mindful for two key reasons. “One, it helps you grow – the more conscious and focused you are on the moving parts, the more you see the connections between the tasks you are busy fulfilling, as opposed to being on auto pilot.”

Secondly, she says that being mindful will allow professionals to see deeper into unconscious bias to help identify it and make an effort to explore with curiosity how to address it. “This concept has been increasingly a part of our conversation, and we have to deepen our understanding of why it happens, which is the only way we can work toward changing it.”

She believes that it’s important for professionals to choose a company that is consciously making an effort in diversity and inclusion initiatives, such as Voya is with the women’s network and various other programs of which she is a part.

When not helping improve HR at Voya, Ikeda enjoys traveling with her life partner, particularly seeking out experiences where she can be in nature. “It gives me perspective in life and renews the energy I bring to my work,” she says.

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Voice of Experience: Lye-Sim Lam, Partner, Asset Management Practice, PwC US

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By Cathie Ericsonvoice of experience

Success comes from your forging your own organic, authentic interactions and experiences, rather than just from conventional networks, says PwC Partner Lye-Sim Lam.

“I have thrived and learned to be resourceful and adapt to many different cultures, and I’ve built a large, diverse network of colleagues and friends from all walks of life, around the world,” she says. This independence came from acclimating to cities where she didn’t have a ready-made safety net in terms of family and friends, and gravitating to people who also have more distinctive journeys and paths, which she finds relatable.

A Fascinating Career Journey

When Lam turned 19, she moved to Belfast and earned her undergraduate degree in accounting at Queens University. She landed an internship at Coopers & Lybrand after participating in what was called the “milk round” where aspiring candidates interview with seven large accounting firms.

After her internship she decided she wanted to move into the financial services industry and reached out to the human resources manager to find opportunities to work on banking engagements. Since Ireland didn’t then have a thriving financial services industry, she was encouraged to look elsewhere. Coincidentally, the HR department had just received a request from the Cayman Island office for a senior associate.

As Lam says, that sounded “so exotic and perfect,” but since it was 1993, they resorted to the encyclopedia and a paper atlas to find out more about it. A promotional blurb proclaimed it as a growing financial service center, where all the largest institutions have registered offices: That sounded promising so she moved there and got her first exposure to the hedge fund industry which was already a prominent fixture in this little island nation.

She enjoyed studying the industry and learning about the strategies of the asset managers, and decided to continue specializing in the field. However, the client base was relatively small and homogenous, andshe realized after several years that there was a repetition in clients. Her desireto diversify within the industryprompted her move to the United States in 2000.

Looking back, she is proud that she took the leap of faith to follow her career abroad, a big departure from her comfort zone after growing up in Malaysia in what she describes as a relatively insular environment, where she didn’t travel much. The move to Ireland had been a big change, and it opened doors to other offices and experiences — eventually landing her in New York, the epitome of the American Dream.

Over the years she has had much success, eventually becoming a partner at PwC in 2009.

Embracing The Confidence That Comes with Age

Lam says that when she hit age 40, she started to develop a greater sense of calm– what she describes as self-awareness and acceptance –to a point where she feels more comfortable in her own skin. She compares the prior feeling to seeing an outfit online and then realizing that while it looks good, it doesn’t feel quite right on you. Fortunately shehas found that is an experience you outgrow as you become more grounded and sure. “I have a great sense of who I am and my boundaries,” she says. “I am more confident in the decisions I make and feel sure-footed even when I move to uncharted waters.”

Right now she finds the industry particularly exciting because of the changes brought on by technology – not just its impact on productivity, but also how the phenomenon impacts upon behavior and languages.

“We see the ramifications in that we are now more productive and efficient, but everyone also expects immediate gratification, which impacts the service industry and clients’ expectations,” she notes.

Now her clients are expected to provide more data quickly and to produce strong returns at a lower cost to their investors. Some of those pressures are, in turn, passed on to their service providers; so the work her team produces has to be delivered quicker and more efficiently at a lower cost basis, yet without jeopardizing quality.

As they all learn to adapt, she says it requires her and her peers to be more agile and embrace a culture shift in terms of being more open to change.

This new reliance on technology will also change the way that the new generation of staff are educated to anticipate the new way of auditing. Lam says that makes her even more proud to work for PwC, as the leaders do an excellent job of looking to the future and equipping the next generation.

Making Progress On Women’s Issues – Slowly

Lam says that unfortunately the challenges of women today are not much different than those her mother’s generation encountered. She finds that women are still at a crossroads when deciding when to start a young family and whether to take a career break. “Caregiving and child care issues still fall squarely on women,” she says, and most women say that the mindset hasn’t moved as quickly as would be expected.

She finds women are still subject to societal biases, and there is a punitive aftertaste when they have to make these choices. “Even the apprehension that surrounds making these decisions tells me that we are not on a level playing field,” she says, adding that although society is making strides, she looks forward to the day when it doesn’t feel like a sacrifice for women to have both a family and career.

One other area where she encourages women to make their own progress is in not minimizing the attributes of females that are beneficial in business, such as creating communities and building networks, lending a helping hand and asking for advice.

She recently dined with a young accountant looking to make a big career change who lamented the lack of recognition from her supervisors and ample rewards for her work, when compared to a male colleague, who tended to be more aggressive, bold and braggadocious to his supervisors.

The young accountant didn’t want to be that way, so Lam reminded her of the beneficial qualities that don’t rely on over-championing your own cause.

Carving Out Free Time

While her life might be balanced, she says her home is a “zoo,” with two Yorkie rescue pups and a cat. Living close to Central Park, she takes advantage of the opportunity to run there to clear her mind.

And, Lam looks forward to the annual pilgrimage to Singapore, where all her immediate family reunite at her mother’s house for two to three weeks. “It takes some juggling to plan, involving three different time zones, but it’s worth all of it to make that trip back home,” she says.

“Even with social media, nothing beats being together in person.”

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Voice of Experience: Hae-Ran Song, Counsel in the Capital Markets Group, Hong Kong, Shearman & Sterling

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By Cathie Ericsonhae ran

“The best part of my job is working alongside my Shearman colleagues, who are not only extremely talented, but with whom I truly enjoy spending time,” says Hae-Ran Song.

She finds this to be a crucial aspect of an office since so much of her work involves teamwork and having one another’s support to get the deals done. “Both senior and junior colleagues have to work in tandem to divide and conquer to successfully execute the transactions,” she says, noting that this carries over to her home life as well. “In the same way, I think having the support and encouragement of my husband and kids in what I do has been instrumental in my success.”

 

Developing Experience Globally

After attending law school in Australia, where she grew up, Song started her career at a Sydney-based multinational law firm, but had always intended to work overseas, preferably in a U.S. firm. That’s why she was delighted when an opportunity to work at Shearman came up after just one year, much earlier than she had expected. She initially joined the Hong Kong office but was able to relocate to the New York office to join her husband in a job transfer, eventually returning to Hong Kong for family reasons.

Along the way, she’s maintained her focus on corporate transactional work, appreciating the opportunity to meet and work with many different colleagues and clients, while feeling supported by the firm in her relocation needs.

She finds her work in Asia advising foreign issuer and financial institutional clients in connection with international and U.S. capital markets offerings exciting. Because Asia is still a growing and evolving market, she constantly is working to address or overcome issues specific to the region, such as local regulatory requirements or hurdles, which means no deal is ever the same — and no deal is ever easy.

“I’m always learning, and I always have to be on my toes,” she says, adding that structuring transactions and coming up with solutions to meet both local and U.S. requirements is particularly interesting since it involves brainstorming to identify creative solutions that will meet the clients’ needs.

 

Balancing The Roles of Full-Time Mom With Full-Time Lawyer

Song says that when she first started her career, she was focused singularly on her job rather than on a potential family. As she became more senior, her priorities changed, and she wanted to have kids and be an involved mom as much as possible.

After she had her first child, she began to wonder if she could be the mom she wanted to be, while simultaneously a full-time attorney, often working crazy hours. “I was worried that I would fall short at both things, but whenever I start feeling that way, I take a moment to realize that I have to stop putting pressure on myself and focus on my priorities.”

She says that while many people wonder how to find the perfect balance between work and family (and a social life!), she’s come to realize that a perfect balance is impossible. Instead, you have to figure out the right balance for you, which is different for everyone. “Don’t let your reality be dictated by what anyone else says or what popular culture says,” she advises.

And while it can be challenging, she is proud of the balancing act she has achieved, calling herself both a full-time mom to her kids, ages 5 and 8, while also a full-time lawyer. She achieves that by realizing that while she can’t always be with her kids, she has to make the most of the time she does have with them, on weekends and evenings. “I choose to focus on what I can do,” she says. “It’s a matter of attitude and perspective and choosing how to balance your time to fit in work, family, travel and hobbies – whatever is important to you.”

Key to that balance is learning to be flexible and adapting to your circumstances, in her case, moving from being single to married to having kids.
It’s also important to know both your strengths and limitations, and to leverage those strengths, such as multi-tasking.

In addition to the support she receives from her family and firm, she appreciates the Shearman initiative WISER (Women’s Initiative for Success, Excellence and Retention) and other opportunities to get together with women colleagues. “It’s important for women to hear each other’s stories, and I find it encouraging when you hear about struggles in addition to successes, so you know you’re not alone.”

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Asian Americans: Held At Outsider Status

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By Aimee Hansen

Asian

Image via Shutterstock

For the first time in history, three Asian American women are in the Senate during this 115th Congress – Senator Mazie Hirono (Hawaii), Tammy Duckworth (Illinois), and Kamala Harris (California). When elected in 2012, Senator Hirono was the first Asian American woman elected to the Senate. Harris is also the first Indian-American to serve in the Senate.

When it comes to Forbes and Fortune power rankings, Indra Nooyi is the only Asian American woman on the lists – #2 in Fortune’s 2016 50 “Most Powerful Women in Business” and #14 in Forbes “The World’s 100 Most Powerful Women.” But as theglasshammer highlighted last year, Forbe’s America’s Self-Made Richest Women tells a different story about Asian American women at the helm: they make up 15% of this ranking.

According to a Girls in Tech survey of 582 women, Asian American women are the least likely to hold leadership positions in tech. This echoed the findings from the previously highlighted Hidden In Plain Sight tech diversity study by Ascend.

The Asian effect is 3.7X greater than the gender effect on creating a ceiling. Women were 42% less likely than men to hold executive roles. But Asians were 154% less likely to hold executive roles than Caucasians. Asian-American women, in the intersection of both, faced the greatest gap in likelihood to hold executive positions.

Persistent Asian-American Stereotypes

As shared in Sparks, Malini Johar Schueller, Department of English professor at University of Florida says that Asian American women are often seen as “perpetual foreigners,” never truly being seen as a “American” (or insiders), but rather as “abnormal foreigners” (outsiders). For Schueller, this means having to “qualify” herself to teach in her department, even to students.

A recent article in Harvard Business Review  suggests that two intersecting stereotypes are at the crux of the general Asian-American leadership gap: “Stereotypes about Asians being highly competent can make Asians appear threatening in the workplace, and stereotypes about Asians lacking social skills make them seem unfit for leadership.”

Studies have revealed that those who held the stereotypes that Asians were highly competent felt admiration and envy. Those who held the stereotypes that Asians lacked social skills felt hostility and fear. People who are emotionally reacting to stereotypes they hold are less likely to have interest in interacting with Asian-Americans. And of course, personal interaction is what can challenge stereotypes.

Leaders who hold stereotypical narratives about Asian Americans would hold them at a distance, and potentially at a distance from leadership.

As stated in HBR,

“The authors of both papers theorized that whites are threatened by the ‘unfairly high’ levels of competence possessed by Asians and essentially use the stereotype that Asians lack social skill as a pretext for discrimination.”

In The Asian American Achievement Paradox, professors of sociology Jennifer Lee and Min Zhou challenge ‘the narrative of Asian American “exceptionalism”’ and the assumption that Asian American educational achievement is solely reflective of cultural values. The authors illustrate that a confluence of hyper-selectivity in immigration laws, institutions, and cultural success frames have promoted high achievement among certain Asian American groups.

The study asserts that while stereotype promise (“the boost in performance that comes with being favorably perceived and treated as smart, high-achieving, hardworking, and deserving students”) may help Asian American students, it also re-creates stereotypes that hinder at the leadership level.

Broken Leadership Stereotypes

As argued in HBR, we tend to expect workers to be “competent, intelligent and dedicated,” but attach further qualities to leadership (charismatic, socially-skilled, authoritarian) that do not match up to stereotypes we hold about Asian Americans.

But it’s not only the mis-match between these two that is flawed when it comes to elevating Asian Americans into leadership. The archaic leadership stereotypes themselves are broken.

“It is time to rethink the ‘good leader’ prototype of being masculine, dictatorial, and charismatic,” states the HBR authors. “Evidence shows that neither men nor women prefer to be treated in an aggressive fashion, yet that model persists as a valid expectation for leadership.”

Cultural values can also mean that Asian Americans are less inclined to the self-promotion that is encouraged by Western norms. However, those who break the stereotype of being deferential face the double-bind of being perceived negatively.

Bridging the Distance

Recently, whitewashing in films – casting white actors to tell Asian stories – has received growing awareness and protest, while Asian American actors find only one-dimensional, stereotype-reinforcing roles available to them.

Thai American actor Pun Bandhu told the Guardian. “When a white actor gets the role, it denies us our bodies and it denies us our voices.”

More and more, we are being asked to consider how we are each complicit within the net of our culture in denying the bodies and voices of others through our implicit biases.

Harvard social psychologist Mahzarin R. Banaji, creator of the the implicit bias test, spoke in a conversation with Krista Tippett about being challenged by her own test when it comes to making associations that go against the socialized norm: “And when I can’t do it, I understand. I understand that I’m a product of a culture where the culture has now gotten into my head enough that I am the culture. I cannot say, ‘There’s a culture out there. It’s biased, not me.’ Consciously, that’s true. But not at this other level.”

When people gather around the meeting room or even the Senate, they all come with their stereotypes and hidden biases, but nothing is more important than the interaction that helps to break down the ideas we hold of each other, collectively.

Three Asian American women in the Senate may not seem like a lot, but each woman is helping to change the face of leadership.

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