Change Your Mindset To Change the World (and Your World)

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By Nicki Gilmour

As we close out our Black History Month coverage this week, and in a direct follow up to my Op-ed on mental constructs regarding Race and how to talk about racism.

I ask how can you ensure your network is not just full of people like you, who hold the same constructs and therefore everyone can easily have confirmation bias? Bad for business with potential ‘groupthink’ coming into play, and bad for personal growth.

I am going to ask you to check whether you walk the talk on having an inclusive network.

Does your network consist of people who look, think and act like you, in every way? I am here to ask what can you gain by broadening your horizons?

How can you ensure you are getting to know perspectives that are different from yours? Equally, how can you explore enough when you are getting to know someone, to find out if that person who do not look like, can actually be very similar? How can you not presume or make assumptions based on stereotypes? It is hard because you brain “goes” there and research from the fields of neuroscience and social science’s “ladder of inference” can be shared with you in one sentence here. Simply put, your brain tricks you into thinking you have seen this before and you know what this is about. Guess what? You don’t know what is coming next, whether it is your brain seeing four red cars and subliminally telling you the next car will be red. Or whether your brain tells you that leaders are always better if they are tall white men even if you don’t know the person himself but in concept only. Or you do know the person and you dismiss their flaws and give unearned credibility to them due to concepts.

My point is, appearances can be deceptive. We are all made up of complex identities, no one is simple or one dimensional and we all have a gender (male is a gender too), ethnicity (maybe we need a new word as it implies white protestant as a benchmark baseline ), orientation (straight is an orientation too), nationality, work position, parent or not parent status, even golfer or not golfer status. Most of us, have had some affiliation to a legacy or current dominant group. We can go through life like that, easily. I had very little perspective for example of what it meant to be a Catholic growing up in Belfast as my class and religion meant I was never really stopped by army or police or had to deal with thugs and gangs and any resemblance of poverty. Bombs yes, they were everywhere and random, but the everyday drag and bias of being in the minority and less powerful group in my society, no. Yet, my mindset was one of scarcity, fear, paranoia and being aware to this day of the so-called “other”. I am not saying I am freed 100% from my sectarian constructs – maybe 99%, but I know that i see parallels in the USA with race and that is why I know for sure that people can take the diversity journey and grow. As Maya Angelou said, “when you know better, you do better.”

So, where do you start?

Step 1: Take the time to understand your values because values are espoused versions of your implicit beliefs. Chances are you are running the same old program that was handed to you in childhood via your direct environment, family structures, institutions such as school and church/temple/mosque, and the overall society you were born into and whatever norms that group had in play.

Step 2: Write out every construct you have been told such as “Trust is earned” or “X, y, z is the way it is”. What do you tell yourself when you are in varying situations as who to hire for the project, who to cut from the project, and who to promote? What do you tell yourself when you are stressed at work and having less than optimal interactions?

Challenge the and every single line by asking yourself simple questions such ‘Do I believe this, truly?’ or an advanced version of this could be ‘How else can I look at this?’ or ‘Is this still working for me now?’ and “how is this actually something that was given to me by my father/mother/granny, and is not actually how i feel at this time?”

If you would like to work with me as a coach on personal and professional growth and renewal, with real insights for you, about behaviors and the context of the operating system you are in. Please book a free exploratory time with me. Life is too short to carry outdated constructs around. Grow! Whether it is individual, or organizational change, it does not happen without awareness as the starting point.

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Voice of Experience: Valerie S. Peters, CTFA®, Senior Vice President and Head of Relationship Services; Abbot Downing

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Valerie Peters_color_lowres
“When I entered the corporate world over 20 years ago, I believed that it was possible to achieve anything with hard work and discipline, and I still believe those are key ingredients to success,” says Valerie Peters, who serves as operations leader for Abbot Downing, a Wells Fargo business serving ultra-high-net-worth clients.

Her career path has proven the value of focusing on a goal….and working to achieve it.

Each Experience Leads One Step Closer to Career Goals

Peters started her career in retail banking as a customer service phone representative and then transferred to the commercial real estate division, where she was selected for the management trainee program. She immediately felt drawn to the wealth management arena during a rotation in the trust area, and with that eventual role in mind, she began looking for opportunities that would help her build the skills she needed.

She took a role managing a team of client service professionals supporting wealth management clients with their banking, investment and fiduciary servicing needs; from there, she moved on to become a manager within a trust center and eventually transferred to the division that served ultra-high-net worth clients. Her time working in client-facing, trust services and operational roles were each stepping stones that helped prepare her for her current position as operations leader for Abbot Downing.

In her quest for continuing education, Peters counts achieving her designation as a CTFA (Certified Trust and Financial Advisor) several years ago as one of her proudest moments. “I had spent several years working in the fiduciary area, and earning the CTFA was a culmination of the time I spent gaining work experience, as well as obtaining knowledge through the various trust school programs I have been fortunate enough to attend,” she says.

Sponsors and Mentors as a Key Ingredient to Success

Along the way, Peters has found that sponsors and mentors are crucial and has appreciated the support they have given. She has also looked externally to find role models to emulate; one of her personal role models is Ursula Burns, who came from modest beginnings to become the first African-American woman to lead a Fortune 500 company. “I have long been inspired by her hard work and dedication,” Peters says, citing her strong work ethic and commitment to learning the ins and outs of business through a variety of roles.

Over the years, Peters has participated in a number of programs geared towards retaining diverse talent, including women, naming the Diverse Leaders Program as one of the most impactful. “The whole time I participated in the program, I felt that I was valued not only for what I do within the organization, but also for who I am and how the perspectives and insights gained through life experience shape my thoughts, ideas and values,” she says.

When Peters is away from work, she values time spent with her family—a favorite escape is spending time at the beach unwinding and enjoying the ocean. “We try and get away as often as possible when the kids are on break from school,” she says.

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Op- Ed: How To Have the Hard Conversations About Casual Racism

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casual racism

By Nicki Gilmour
It is Black History Month. Beyond the celebration of African heritage, it is also a time to have the hard conversations.

Hard conversations around race, ethnicity, racist behaviors and what makes someone or something racist are uncomfortable for many people and it takes bravery, an open and developed mind and good intentions to embark on them. If you are a white person you have to face that you might have some white privilege going on, and it is easier said than done. If you are a person of color reading this, know that i am terrified to dissect this, but want to in service of advancing the subject and hope I can provide a way for everyone to think differently. Casual racism and casual sexism have a lot in common, it is like a 2.0 version where it is not exactly explicit but has enough intoned for us to know on the receiving end of it, that there is something implied to ‘keep us in our place’, the place before we were here. The sunken place in the fabulous satire Get Out explains race in America better than most articles I have seen.

It is a fragile yet perfect time for conversations about social identity and specifically race and ethnicity with different voices calling out Gucci and Katy Perry’s products saying they evoke Blackface depictions this week. Liam Neeson disclosed information about an incident that could have ended in a vengeance murder of an innocent black person 40 years ago in the UK. So, If not now, when would we talk about racism, casual and otherwise?

Racist? I am not a racist! 

In case you missed the whole disclosure from Liam Neeson, this VOX editorial piece is the best round up of opinion and links I have read about the topic. But, what is striking about this whole incident to me is that he seems oblivious to the obvious conclusions that most of us have around his language today describing the incident in the past. His reaction of surprise of being called a racist for his admission, is casual racism and white privilege, as it is afforded only to people who have the luxury of not understanding what it means to be black, or in other circumstances of casual -isms, a woman or LGBT in this world.

I grew up in the sectarian violence of Northern Ireland so I understand firsthand what he is saying about pitting entire groups against each other based on identity and affiliation by default to a two group system to brutalize the brutalizer or one on their “side” in a vicious cycle of perceived wins. So, his context is what we call in Northern Ireland “tit for tat murder” and I think while it might be hard for people to fully understand what he is saying about his programming, it is relevant here. Not in any way an excuse, but if we apply how one’s lens or worldview shapes us we can start to understand why people will differ in their opinion of what constitutes racism and why that is.

The ‘socialized mind’ is one that does what is expected of it, according to Kegan (Harvard developmental psychologist) who suggests that between 58% -75% of the population can only view incidents subjectively. Simply put, situations only makes sense to them according to how they directly experience events and data filtered through the lens of lifelong cultural and familiar constructs.

I think Liam is still very much unconsciously but not consciously having a reflection around masculinity and its role in the patriarchy. He is now fully starting to challenge his childhood constructs and that review is a good step.But, I have not seen him have any glint of awareness that he is not extending the same review he gave to his constructs around vengeance of the other group to his worldview on race and ethnicity. He has not gotten to a place where he can also see that by asking the second or third question to his friend who was raped consisting of ‘what colour was he?’ was only a deductive question to get an answer he wanted. It was a new form of in-group and out-group category process that remained in his framework from Northern Ireland’s two group system of “Us or them”. So, he did (and does) have bias against people of color and predisposed stereotypical notions, but he had no clue until now and possibly continues to not see it. So, having seen this play out in all aspects of diversity, my question always becomes one of why do the rest of us have to suffer as a default group affiliated member (person of color, woman etc) while the straight white guy has a mere inkling that fish do not know they are swimming in water and wants a prize for admission of a bad behavior? My conclusion is always, ‘better late than never and keep going.’ because what other choices do we have for progress?

What are the best ways to prepare for a hard conversation around ethnicity and race?

A discussion around race is ripe or any other hot topic involving identity and legacy power, whether in this piece or at a dinner party, only if the people reading this or eating dinner with you are not beholden to making meaning of experiences only via the usual cultural sources given to them over a lifetime, processed exclusively through that worldview.

Race, politics, sexism, and the gold or blue dress challenge all boils down to what your brain thinks it knows to be true. According to Kegan and Lahey, developmentally if you can only look through your lens without being able to look at the lens itself, you are beholden to that socialized mindset of tribal, go with their crowd thoughts trapping you forever in subjectively. Sound familiar? The problem is we get nowhere as people name call and soundbite at each other on social media and family dinners and it shuts down an actually productive conversation that is needed to resolve tough topics. Hence, the masses scream on twitter and some people will say they are right in naming racists as racists and others will say that they do not believe that person or product is racist and that is an over reaction and just cannot see what you are talking about or come to their defense based on personal frameworks versus wider systemic thought frameworks, or objective review.

The adult developmental level beyond the socialized mind is the self authoring mind and then the self transforming mind. In this situation and in casual racism, we have to go beyond our beliefs and experiences to understand other people’s experience in their context, not just ours. What Michelle Rodriguez missed in her defense of Liam was not lost on Shonda Rhimes or so many others.

In our socialized mind we can argue all day whether he is a racist or not a racist, and we will both feel vindicated. In our self authoring mind, we can apply frameworks that help us understand systemic matters such as societal bias, stereotyping and legacy historical power issues. Then, we can understand why Black Lives Matters for example, is not negating that all lives matter and by saying it is, is a denial of inequity and a microaggression.

Equipping yourself with the capacity to enjoy ambiguity while developing mental complexity and having competing ideas without having to throw one out to streamline or prevent cognitive dissonance, is a growth strategy for you in your career and life.

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Voice of Experience: Bola Oyesanya, Managing Director at Citi Private Bank

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Bola Oyesanya

By Cathie Ericson

Don’t let your inner critic get the best of you, advises Citi’s Bola Oyesanya.

“Confidence is so important, so embrace who you are because it’s what makes you unique,” she says. She herself learned this firsthand, when earlier in her career she regarded her Nigerian accent as a potential issue, which even led her to talk herself out of some client-facing jobs. Her colleagues had assured her that her accent was an advantage as it made her memorable, but a defining moment came when a client mentioned that she liked her voice. “Don’t ever tell yourself that the things that make you different are a problem,” she says.

Finding Her Niche

Although she was trained as an attorney, Bola pivoted and began her career in Nigeria in banking, including doing a stint with the oil and gas industry group within a bank. She came to the United States in 1999 and started with Citi, where she has spent the past 20 years in a variety of roles from customer service representative to junior banker. She became a private banker in 2008 in Citi Private Bank’s Law Firm Group, where she remains today, working with law firms and individual attorneys, as well as institutions that work with the legal industry.

“Nothing gets me more excited than being my clients’ advocate; of course, it’s my job, but I love it,” she says. “As long as I have my clients’ best interest at heart, everything will fall into place,” she says, noting that you need to carry your team along to get the best for your clients. “There’s nothing better than when we are all aligned.”

Bola was promoted to managing director this year, a milestone achievement of which she’s very proud, noting that it was both exciting and humbling – exciting to see hard work recognized, but humbling because she knows that her recognition opens the door for others and serves as motivation for younger bankers.

Channeling Her Passion for Diversity into Action

In her other role, Bola is part of the Citi Private Bank diversity leadership team, whose mission is to recruit, train and retain employees, making Citi the employer of choice for new and seasoned talent. She finds the diversity philosophy at Citi organic, rather than top down, with a good mix of levels from managing directors to junior analysts who all have a voice.

She says the group prides itself on starting the year with a blank slate to come up with new goals and the paths to get there. The leadership then helps build teams around these ideas to start implementing them.

One recent initiative was Citi Coffee Chats, which allowed colleagues to get to know senior leaders beyond their work success and professional bio, with questions focused on a more personal angle, such as their family and philanthropy interests.

The group works on skills to help manage careers upwards, but also down and sideways, taking into account peers and direct reports.

Having always been personally passionate about diversity and inclusion, she finds it exciting that the topic is now a priority. “We used to have to convince people to consider diversity, and it’s refreshing that now even clients are asking what we’re doing on that front,” Bola says, adding that it’s no longer just a “nice to do.”

“It’s who we are, and it isn’t just about gender or culture, but also includes diversity of thought. The more diverse we are, the better we can meet our clients’ needs,” she says, adding that the firm’s many locations and cultures means they can leverage the power of their global reach.

Proud of Citi’s success in retaining women talent, she has realized that while it’s easy to assume that all firms are as committed, the numbers show that Citi is quite far ahead in the industry: Forty percent of the leadership of Citi Private Bank in North America are women, including the CEO, and the overall diversity numbers climb to 60% when you include LGBT, cultural and ethnic minorities.

Giving and Receiving Mentorship Has Contributed to Career Success

While diversity initiatives are important, Bola also believes in the power of combining them with mentoring programs, which will double the networking and connection potential. She advises other women to look for people who are genuinely interested in them and will offer candid feedback. “If they care about your career, they will offer advice on both sides of the coin,” she notes.

Bola herself felt particularly supported during a diversity leadership program in 2010, which was focused on developing midlevel diverse employees. “What was so powerful was that each participant was the agenda, with one-on-one coaching tailored to exactly what you needed to build a career,” she says. Among the most valuable aspects were sessions devoted to developing your brand and your executive presence — lifelong skills that helped the employee but also ultimately Citi as a whole.

Recently someone asked her what she would do if money was no barrier, and the answer came to her immediately. “I would be a motivational speaker,” she says. “I love to inspire others and do a lot of one-on-one mentoring. So many senior women and men have invested in me, and the best way to say thank you is to pay it forward.”

In fact, she frequently recommends that her peers remember what it feels like to be sidetracked and commit to helping and encouraging each other. For her part, she enjoys working with younger professionals and often reminds them to be patient and know they will eventually get to the destination. “There might be detours, but you have to see them as learning points. Then don’t waste your energy and emotion focusing there, but rather on how to get back on track.”

While her work and diversity efforts are important, there is one aspect of her life that takes precedence – her family. Bola says her most precious time is spent talking and spending time with her eight-year-old daughter and husband, particularly when they are traveling and meeting people and learning new cultures together.

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Voice of Experience: SoVonna Day-Goins, Managing Director at Credit Suisse

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SoVanna Day-Goins

By Cathie Ericson

Find your voice, and know when and how to use it, says SoVonna Day-Goins.

“Sometimes we tend to put our heads down and do the work, but it’s important to look around and notice who’s being successful and why. You have to make your specific aspirations known early and follow through, not only to survive the system, but also to thrive in what can be a very competitive environment.”

Earlier in her career, Day-Goins says she took to heart the idea that working hard and being prepared would lead to success, but over the years she has seen that is not enough. “Thoughtfulness, humility and authenticity are the ever-lasting qualities that transcend your professional and personal life,” she points out.

When talking to newer professionals, she offers simple advice: “Be the person that you want someone to be to you.” In fact, she credits her children with some truths she has realized over the years. “Be someone who teaches with patience. Give feedback with a constructive tone. Treat others with respect. Consistently set the bar pretty high, and instill the belief in people they can achieve anything with the right tools,” she says. “It’s very rewarding when you empower others and help them be their own best advocates.”

Finding Success in the Hard-Charging Industry

While many investment banking careers follow a similar, linear path, Day-Goins’ was bolstered by a relatively non-traditional start in sales and marketing, which she credits for her ability to be creative with her approach to clients’ needs. “Every day is a learning experience, which to me is what differentiates a career from a mere job.”

Currently leading the firm’s efforts on the investment grade bridge financing front, she considers this professional achievement the one she’s most proud of so far, given it started as a “moonlighting job.” She was able to turn this venture into a new business opportunity over the past several years and has found it rewarding to shepherd the effort to become an important complement to the firm’s M&A practice.

Viewing M&A financing from this perspective, she has observed a recent trend toward sizable and scalable acquisitions. “The deals we are seeing are stretching everyone’s imagination about the art of the possible, and the terms at which investors will still have an appetite,” she says. “This requires a lot of discipline around structuring and pricing to make sure they clear the market, but for the right transaction, the market is wide open, which is very exciting.”

Spending Time Helping to Build The Careers of Others

While she appreciates the important role she plays in contributing to the business, she relishes even more her efforts on the talent management front. People of color are underrepresented across banking, but especially at the senior level, she notes, which is why she is particularly excited to be one of the champions of several new initiatives to help identify and promote black professionals into leadership positions. These initiatives will include advocacy, sponsorship and succession planning.

Her passion for helping others succeed started early: In 2001 when she was relatively new at Credit Suisse, she founded one of the firm’s first black professional networks. She appreciates the opportunity that all affinity networks offer to support a sense of empowerment and provide an overall inclusive and safe environment to deal with diversity issues.

Day-Goins was also a part of a joint venture between Human Resources and Global Markets Business where they collected best practices used by both teams, and provided recommendations on many issues including diversity. The benefits were reciprocal, as the group was able to provide rare insight via a glimpse into how employees are thinking about the business, as they offered feedback to the senior management team.

While women in all industries face issues that can often be described as a “cap” on opportunities or a glass ceiling, she says that emerging research points to a separate issue faced by women of color — a “concrete ceiling,” which can seem even more impenetrable than shattering the glass.

She has found that the racial gap and increased unconscious bias can be more profound among black professionals, given the lack of fellow black role models, as well as the “sheer societal intolerance for making mistakes that allow us to learn.”

The only way to combat these issues is to acknowledge they exist and that the hurdles are different for different populations. “We have to be open to having the dialogue that can help us change and ultimately lead to better opportunities for all women,” she says. Indeed, she sees this as a time when women leaders from differing backgrounds need to support one another and provide a platform to discuss the issues and work together to succeed despite the barriers.

On that note, she often reminds her peers not to forget to reach back by figuring out how you can pull people along with you as you rise in your career. “Observe what is going on with others behind and alongside you, and be an advocate and champion when they are facing unique challenges – while they might be different from yours, empathize and be supportive in helping them come along.”

She herself felt that support though participation in programs targeted to high-potential women, giving her and her cohort visibility and access to the executive board.

Outside Interests Both a Challenge and a Necessity

In an industry not known for “9 to 5” hours, Day-Goins knows she must make time for other pursuits.

Recently she has immersed herself in non-profit board service involving children’s issues, which she has found to be a new passion. “Volunteer work provides the opportunity to change my pace and offers a different perspective and a renewed sense of purpose,” she says.

But the most important thing to her is her family — two daughters, ages 21 and 15, and her husband. “Home is everything,” she says.

Over the years, she has learned to take full advantage of down time to spend as much as she can with family and friends. “Whether at home, at the beach or on other travels, we relax and eat well and recharge,” she says, adding that she highly recommends that anyone who picks a demanding career take time to relax for their mental and physical well-being.

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Voice of Experience: Julianne Thomas; CoS-Compliance Americas; Barclays

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Julianne Thomas

By Cathie Ericson

A network is the key to a successful career, says Barclays’ Julianne Thomas.

Despite her rapid rise in the company, she says she wishes she’d done a better job of building her network more thoughtfully from the beginning — both internally and externally, as well as leveraging the two together.

Three Decades of Interesting Roles, One Firm

Nevertheless, Thomas was able to build her stellar career through continuously impressing those with whom she worked over the years. She is, as she puts it, “True Blue Barclays through and through,” having been with the firm 36 years. She began her rise in Chicago, where she remembers fondly her first encounter with a computer system in the business world, which she says thrilled her beyond measure. “I stuck to people like glue until I learned the system and its reporting,” she says.

Shortly after she moved to New York where she has held a variety of roles in different businesses throughout the organization, as everything from a foreign exchange clerk to a business manager and now chief of staff. Her favorite thing about change is passing the spirit of good stewardship and working to leave things better than when she came.

She credits this adaptability as the professional achievement she is most proud of so far. “Whenever I have been offered a new, exciting opportunity, I have jumped in with both feet and let the chips fall where they may,” she says. “Although I’ve been successful, like anyone I’ve had my ups and downs, but I’ve learned as I went along and moved those lessons into the next role, while helping those behind me so they can avoid the pitfalls if possible.”

Thomas, now a director at the firm, advises young professionals to keep an open mind and avoid placing limitations on themselves or allowing others to. “Believe that you can do whatever you set your mind to; then find your niche and go for it,” she says, adding that often you don’t know what’s possible in a given industry – all the facets and niches you can find – until you start networking and talking to people and learning more about the field. “As we move through our career, we find out what’s possible and then we have to be willing to accept the challenge.”

Diversity Taking Center Stage

Recently she has noticed that the efforts around the diversity issue are receiving even more notice than ever before, as people increasingly understand that talent can come from anywhere. “Any firm or individual who wants to be successful needs to broaden their horizons in their search for talent,” she believes.

She finds it’s important for successful women to keep moving forward, and realizing that they have an impact and are making changes — whether those advances are immediately visible or not — and then remember the importance of reaching back to bring the younger women along on the journey.

Among the many initiatives that she supports internally is the UN Women’s HeForShe Campaign, of which Barclays is one of 10 Corporate Impact Champions and the only financial services firm represented. The campaign is particularly unique because it aims to drive gender equality by involving men in the conversation.

Thomas’ personal life reflects the values she brings to the workplace. Quick to note that she is very spiritually grounded, Thomas considers family her top priority, including her 27-year-old son and her parents who are in their 80s, whom she visits three or four times a year. In addition to her love of travel, she is a jazz music aficionado.

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Voice of Experience: Susan Reid, Global Head of Diversity and Inclusion Morgan Stanley

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Susan Reid

By Cathie Ericson

At this point in her career, Morgan Stanley’s Susan Reid says that she understands now more than ever how important it is to build relationships – and that she wishes she had had a more concrete understanding as a new professional.

“Like many younger people I focused quite a bit on building technical skills and getting the work done, but if I had an opportunity to start over, I would focus on cultivating relationships earlier and sustaining those relationships over time,” she says.

It’s just one of the lessons she eagerly shares with younger women she mentors, as she lends encouragement to their climb in the important financial services industry, emphasizing its role as a significant contributor to global economies.

Various Roles in HR Led to Her Passion of D&I

Reid’s early career was in education; in fact she was thrilled to join her alma mater, NYU, as a full-time employee immediately after graduating to help build an office designed to help students of color successfully complete their college education. Looking back, she can pinpoint that experience as the start of her interest in diversity and inclusion. Stints as an HR professional in recruiting and D&I in various industries followed, and she joined Morgan Stanley in 2008 as an HR Coverage Officer for the Investment Management Business.

Reid joined Morgan Stanley during the financial crisis and says that her ability to help the firm through those challenging times is the professional achievement she’s most proud of today. “As an HR professional, you are called upon most during challenging times, and I am proud that I was able to contribute to helping our leaders and our employees successfully navigate that time period.”

Today, Reid remains excited about her role leading diversity and inclusion efforts. “It is not a cliché to say that our talent is our most valuable asset because they are,” she says. “The work that we do in D&I to help the firm hire, retain and advance a diverse group of individuals who can help the firm succeed while enjoying successful careers is extremely meaningful.”

Right now, Reid finds the shifts in demographics that workplaces are experiencing to be of particular interest, based on the implications they have for clients and colleagues of the future. Employees of the future will have different expectations about work and workplaces, and to grow the firm they constantly have to think ahead about who their clients will be and how to best engage with them. “We are in very dynamic times, and we all have the challenge of keeping pace and getting ahead,” Reid says.

Helping Women Carve Out Success

Reid is a believer in financial services as an important industry for women. “We offer challenging roles and contribute to economic growth, while also providing individuals with the wherewithal to give back to various communities,” she says.

But, she notes, it is also an industry that requires an intense commitment of time, energy and attention, and the many additional demands that women often deal with can create particular challenges.  However, she hopes that as society continues to shift towards greater equity in family dynamics, women will find it easier to have a sustained career in the industry, while continuing to meet their outside obligations.

On that note, Reid mentions her pride in Morgan Stanley’s Return to Work Program, which was launched several years ago to support talented professionals who take career breaks but want to return to work.  The program offers women and men the opportunity to spend 12 weeks in the equivalent of an internship and to convert to full-time hires if it makes sense for both parties at the end of that experience. “We have had great success hiring participants into various parts of the firm,” she notes.

Reid underscores that it is incredibly important for young women to join the industry and advance to leadership roles. “We simply cannot be on the sidelines of this important field,” she urges.

And she reminds her peers that those currently within the industry have a responsibility to help support and advance younger women – to reach out to women of color, LGTBQ women and other women in the “minority” and to intentionally drive their success. 

Reid has a number of passions outside of work, including her family, reading and running – a pursuit she admits she has been doing far less of recently but wants to return to.  She serves on the board of a private tuition-free school in her adopted hometown, Harlem, N.Y. (she is originally from Jamaica), where she and fellow Morgan Stanley colleagues spend time mentoring the seventh and eighth grade girls.

“This experience has reminded me of the challenges that girls, and in particular, girls of color and girls from poor communities, face navigating the world and how important it is to get involved and to stay involved with our local communities and with young people,” Reid says. “We have a responsibility to help shape the future, and this experience shows that we can all start right in our own backyards.”

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Voice of Experience: Carly Scales, Managing Director, Goldman Sachs, Technology Division

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Carly ScalesBy Cathie Ericson

“Throughout your career, finding your true north and being comfortable in your own skin is really important,” says Goldman Sachs’ Carly Scales.

“Having authenticity and being able to bring your full self to the office is an important component to ensure you can do your best work and contribute to your team at the highest level,” she recommends.

One common stumbling block for women? Trying to be all things to all people, all the time. “You have to focus on what’s important to you at any given moment. For me, that’s a constant challenge given my demanding job and multiple pressures on my time and energy, but just being self-aware can make a big difference,” she says.

Her Career As A Testament to Mobility

Scales joined the firm in the Operations Division and spent nearly 13 years in different departments, moving organically to take on new challenges as she progressed in her career. She briefly left Goldman Sachs to work at another firm, but returned after a few years. “I really missed Goldman Sachs’ culture and the focus on our people, whether that be through mentorship and sponsorship, training programs or providing growth opportunities,” Scales says.

Since returning to Goldman Sachs in 2015, she has had the opportunity to work on several key initiatives, including GS Bank USA, which has allowed her to increase her knowledge of different pockets of the firm. In the last three years, she has held roles in the Operations Division, Consumer & Commercial Banking Division, Finance Division, and recently moved into the Technology Division.

“I think my mobility speaks to the opportunities you receive at Goldman Sachs if you raise your hand and accept new challenges. Just say ‘Yes’ and see where it leads,” she recommends, adding that often agreeing to this type of change can be a leap of faith. “People would tap me on the shoulder because I had a ‘can-do’ reputation, and I advise professionals to be willing to take similar risks. There are many avenues for individuals to receive the support they need to be successful when taking on a new role.”

A Focus on Mentoring

While being named managing director was an extremely proud and important moment in Scales’ professional career – a validation that the culmination of her contributions to date had been recognized – she nevertheless feels that mentoring and coaching others has brought her the most satisfaction.

“I think that’s how you build a lasting legacy: I’m very proud when people who work for me or those whom I mentor and coach continue to excel and thrive,” Scales says, acknowledging that while this requires a significant spend of time and energy, it’s completely worth it. “At the end of the day, people may forget the specifics of what you’ve done from year to year (there’s always more work!), but the person who felt supported and guided will always remember your role.”

In fact, she is adamant that her peers will benefit from paying it forward and lifting other women up as often as possible. But, she notes that you don’t always have to look “down” to lift others up.

“Look to the left and right and help out those who are junior to you, but then consider your peers as well. There are powerful partnerships and support structures that can be forged there, and it can happen at any level – whether you are an analyst or a managing director.”

In addition to working alongside her own team, Scales is co-head of the firmwide Women’s Network, where she’s had the opportunity to interact with women across Goldman Sachs to provide engaging programming and networking opportunities to colleagues across the firm.

Advocating for Yourself Reaps Rewards

At Goldman Sachs, Scales has seen that flawless execution and teamwork is fundamental to success. However, she cautions that at a certain point in your career, it becomes important to reflect and analyze your path and determine your long-term goals. Scales recommends that it is critical – at times – to take control of your career path.

Scales learned this from firsthand experience, and notes that when she left the firm in 2010, she hadn’t had a candid conversation with anyone about her goals, nor had she leveraged her internal network, which made her “feel a bit lost.” Reflecting upon this period, Scales wishes she had realized the importance of having such conversations. Now, when she mentors other women, she takes care to impress upon them that it is imperative they learn to advocate for themselves.

“Women in particular sometimes struggle with this, but if we look at our lives outside of work, we are advocating for others all the time – whether it’s our children, spouses, friends, parents, etc. – and we need to realize those skills should translate to the workplace, too.”

In addition, she says that women must never accept that certain characteristics can be perceived in a negative way when displayed by a woman.

While she doesn’t believe it’s done intentionally, she has found, for example, that the concept of “being assertive” tends to have a negative connotation and women are often labeled as being “aggressive.”

“Both men and women need to continue to break that myth and call it out when they hear others use similar terms,” she says.

Living a Life on Many Levels

Scales prioritizes being a mom and a wife, and finds that having her son five years ago made her better at her job, as it provided perspective during those “bad” days, but also helped her become more efficient and focused at work.

These days, you’ll find Scales spending her time outside of work doing activities that five-year old boys love, from basketball to soccer to tae kwon do. However, when she does get a free minute to herself, she enjoys cooking and entertaining – finding that dinner with family and friends is always good for her soul – as well as doing Pilates or enjoying a good book.

Her secret to fitting it all in? Realizing that you have to let go of the idea that you can do everything all at once, and you can do it perfectly. “An impossible standard will leave you drained and likely feeling like a bit of a failure,” she says.

Instead, she knows that there are tradeoffs and you have to make choices consciously. “Today I missed a workout and had cereal for dinner, but work was very productive, and my kid is happy so I’ll call it a good day,” she says. “No one is perfect 100 percent of the time, so try to remember to be kind to yourself while you’re conquering the world.”

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The Black Ceiling: It’s Not A Minor(ity) Problem

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broken-glass ceiling

By Aimee Hansen

Even though 2017 was a record year for women in the C-Suite amidst Fortune 500 companies  (32 women in CEO jobs, vs. 21 in 2016) , no African American women have sat at the helm since Ursula Burns stepping down at Xerox in late 2016.

Soon there will be only three black CEOs at all in the Fortune 500, against a peak of seven in 2007, and overall upward trending back in the 2000s.

Further, Anne-Marie Campbell, EVP of U.S. Stores for Home Depot, was the only African American to rank in “Fortune’s 50 Most Powerful Women in Business.” Though Rosalind Brewer did reappear in the C-Suite as the first women and African American to be appointed COO of Starbucks.

The Black Ceiling

In a Fortune article calling out the “black ceiling,” Ellen McGirt writes about the absence of African American women: “Burns’ appointment to the top job in 2009 had been hailed as a milestone. Suddenly it looked more like an anomaly.”

Black women in business continue to feel both excluded from male dominated and white dominated informal networks as well as demoralized by being unrecognized and underestimated.

McGirt writes, “They report environments that they feel continually overlook their credentials, diminish their accomplishments, and pile on cultural slights—about their hair, appearance, even their parenting skills. And they often have fraught relationships with white women, who tend to take the lead on issues of women and diversity.”

Greatest Obstacles, Least Support

According to a Women In the Workplace 2017 study by McKinsey & Company, drawing on data from 222 companies employing more than 12 million people and a survey of over 70,000 employees, women of color “face the greatest obstacles and receive the least support.”

Black women consistently perceived less managerial support, less opportunities and less objectivity.

Only 31% of African American women felt managers advocate for their opportunity (vs 41% of white women), only 23% felt managers helped them to navigate organizational politics (vs 36%) and only 28% felt managers defend them or their work (vs 40%).

Only 48% of African American woman felt they had equal opportunity for growth (vs 59% of white women), only 29% felt the best opportunities go to the most deserving (vs 40%) and only 34% felt promotions were based on fair and objective criteria (vs 41%).

The report also found that “inequality starts at the very first promotion” in general for women but is more dramatic for women of color. Among women, African Americans had the lowest promotion rate (4.9% vs. 7.4% for white women) and the highest attrition rate (18.2% vs. 15.4%).

With slower advancement, African American women are more likely to move on in the corporate world or want to go on their own, since they hold higher ambitions to be a top level executive than white women but encounter more obstacles.

Professor Ella Bell Smith from the Tuck School of Business at Dartmouth, notes, “To be able to advance, we know that there are several things — you have to have good mentorship and sponsorship, which means that you have to have some type of relationship, constructive, positive relationship with the managers and executives in your company. You have to perform three times as hard….The formula I like to use is performance plus relationship equal advancement.”

Lack of Inclusion

Without access to networks, African American women feel excluded from the relationships that create opportunities for recognition and advancement. African American women were also far more likely to report they never have senior contact.

Speaking at the Most Powerful Women summit, Anne-Marie Campbell pointed out, “Inclusion is not just a professional thing, it’s a me thing.” She argued it’s up to leaders to explore and broaden their social circles to befriend people of different races and backgrounds, and to open more diverse conversations in the workplace.

Thasunda Duckett, CEO of consumer banking at JP Morgan Chase, also said, “Without emphasizing the importance of an inclusive culture, you’re missing out on talented individuals who don’t feel that they can bring their entire selves to the table.”

Distorted Perception

Indeed, the Walden University report states, “In order to advance, African American women have tried to display work-appropriate behaviors so as to avoid stereotypical images that label them as angry, combative, and aggressive.”

Stating that African American women rarely receive truly constructive feedback or receive inappropriate feedback, Professor Smith observes, “Black women, if they come in too aggressive, assertive — I like the word assertive — they’re told that they’re angry. If they come in too tough, they’re told that they need to soften. So, there’s no right way that they can be. The flip side of that is if you come in trying to be more nurturing and more caring, then you hear, ‘Well, you’re not tough enough.’ So, it’s a very slippery slope…. because after a while, you start believing what you’re hearing, and then you don’t know how to behave. Then you wind up sabotaging yourself, because you really are not bringing your full voice to the table. You can’t lead, you can’t make a difference, you can’t contribute if you’re only bringing half of yourself to work.”

Peripheral Roles

According to the Fortune article, Ursula Burns isn’t surprised that she has no immediate followers in her footsteps, one factor being that black women who do make senior positions are too often concentrated in support positions, removed from product and money, rather than operational roles.

“HR isn’t going to get you there,” Burns told Fortune. “Communications and the arts aren’t going to get you there.”

“You have to really contribute to the bottom line of the business, which does not include HR, which does not include social responsibility. You have to really show that you can run a business. It’s very hard to do to get those positions, particularly if you’re an African-American woman,” echoes Professor Smith, “It’s hard if you’re a white woman. It is triple-time harder for African-American women and other women of color, too. This is not just a phenomena that hits African-American women. It hits us the hardest, though.”

Not a “Priority”

It’s not only that black women are excluded from networks but making sure the talents and performance of black women is cultivated, recognized and rewarded is often not a corporate priority, even amidst the diversity agenda.

At the MPW summit, Mellody Hobson, president of Ariel Investments, said: “Another thing that bothers me is that we’re ‘working on’ this, but we aren’t ‘working on’ anything else that matters in our companies. You either do or you do not. You do not ‘work on’ better earnings.”

In Fortune, Burns attributes much of her career success to the support that she received from Xerox, but most companies don’t want to invest and focus for a group that comprises less than 7% of the U.S. population. “For one,” said Burns, “they don’t like to leave the other women out.”

Not a Minor(ity) Issue

The McKinsey reports notes, “When companies take a one-size-fits-all approach to advancing women, women of color end up underserved and left behind.”

This recently appeared in my Facebook feed from a women named Stacy Jordan Shelton: “I loathe the word ‘minority’. Ain’t nothing ‘minor’ about any of us.”

Diversity efforts that are monolithic and treat women of color as a side issue simply fail from the outset. To recast the problem, resulting in benefiting some women while overlooking others, is to proliferate inequality with different players. If diversity isn’t intersectional, it’s far worse than ineffectual. It’s ironic.

That’s only one reason why the black ceiling is neither a “minority” or a “minor” problem. But it’s a real one.

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Black History Month and Your Role in Helping Others

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By Nicki Gilmour, Executive Coach and Organizational Psychologist

Black History Month is about celebrating amazing people of color.

For us on theglasshammer.com we celebrate women of color and all types of women all year long but we do recognize that intersectionality is real (simply put, being a woman with another social identity that is “other”, or from the historically non majority group.)

Do a network audit- is there only one type of person in your network? If this cuts along the lines of social identity (gender, ethnicity, LGBT status, class, nationality etc) then make a conscious effort to go to lunch with someone different to you. If you only eat lunch with white women and white men (and you are a white women) then what are you missing? How can you sponsor and advocate women of color on your team? How can you mentor and be mentored by a person of color?

If you are a woman of color reading this column, how can you stay authentic and not assimilate ?

All of these discussions are of course theory and make assumptions that all white women are one way and all women of color are another, which we work very hard on theglasshammer to dispel such stereotypes.

So, go have multiple conversations with people who have had a different journey to you and just listen with an open mind and open heart, because this is how we learn.

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