Tag Archive for: black female leaders

Tiffany Fleming: Vice President, Client Onboarding & Trading Documentation, PGIM Fixed Income

,

Tiffany Fleming“As leaders, we have to be willing to hear some difficult things and have better self-awareness, which isn’t always easy,” says Tiffany Fleming. “If we do, we can become better leaders by being open-minded to making changes based on what people are telling us. This has enabled me to take pride in the leader that I’ve become.”

Following in Her Mother’s Footsteps

Prudential runs in Fleming’s family. Growing up, Fleming’s mother worked for Prudential while raising three children as a single mom. Fleming dreamed to follow in her mother’s footsteps but wanted to pave her own way by earning a job based on her own merit.

At a career fair at 16-years old, Fleming omitted her mother’s name from her Prudential application and accepted a position in Human Resources as part of a co-op program where she worked after school. Looking back, Fleming smiles when remembering her mother’s excitement, which turned to frustration, when she found out she would not be receiving the employee referral benefits.

After graduating from college and holding various positions within Human Resources, Fleming accepted a full-time position with the Prudential Mutual Fund Investment Management department (now PGIM Fixed Income), after she became the first person in her family to graduate from college.

From Self-Criticism to Self-Encouragement

“Throughout my 33-year tenure at Prudential, I’ve held different roles that have helped me identify my strengths and areas of improvement,” she says. “We all have areas that we feel comfortable and confident in – where we’re on our A game – as well as those areas where we’re not.”

Stepping into those areas has been tricky. Especially once Fleming was asked to take on a new role, with a new manager, after working for the same one for most of her career. In this role, she was given the opportunity to take on a stretch assignment, working with the COO of Fixed Income, doing management fee work, which she thought was totally outside of her wheelhouse.

She went in feeling worried about failing. Months later, when asked if she thought she did a good job, Fleming responded that the assignment didn’t represent her best work. She was asked who told her this, and it was then she realized that the expectations that she placed on herself weren’t always what others expected.

“Even when he told me I did a really good job, I still didn’t feel like I did. However, I must have done a good job because I ended up getting promoted shortly thereafter,” she reflects. “I’ve learned that sometimes the expectations I have for myself are not the expectations others have for me, and I need to embrace that more.”

Fleming admits that sometimes she still puts too much pressure on herself and used to turn to her mom for reassurance and guidance before losing her to breast cancer when she was just 30-years old.

“My mother played a really big role in my life, giving me positive reassurance and building up my confidence. She always acknowledged when I did a good job and that she was proud of me,” she recalls.

Since her mother’s passing, Fleming has worked on reprograming herself to find that voice of self-confidence from within. “When I do find it, it tells me that I can do anything I put my mind to, which is exactly what I always tell my four daughters.”

From Productivity-Focused to People-Focused

As a leader, Fleming is empathetic and encourages the people around her – but it wasn’t always that way. In her early years of leadership, she was so tough that she found out her team nicknamed her, “the warden.”

“When I first started at PGIM, I was very demanding. I was all about getting the work done by all means necessary, and I didn’t think much about the people aspect,” she says. “I had blinders on. I was tunnel-focused on the results I could generate and how much I could do.” It was not until one of her direct reports gave her feedback that they did not feel seen or appreciated that she took the time to reflect, becoming more aware, which ultimately contributed to a change in her management style.

“This feedback made me realize that I was not the type of leader that I wanted to be. It made me realize that you’re only as good as the people that you work with and for,” she says. “I didn’t put the same focus on people as I placed on getting the work done. I wasn’t very aware of how I made other people – the ones I interacted with daily – feel. It takes teamwork, collaboration and partnership – without those things, you can’t get much done.”

The other catalyst in softening her leadership approach was becoming a mother. She notes that even her Myers Briggs personality test results, before and after motherhood, are like night and day.

“Becoming a mom was a life-changing event that required me to step back and really look at myself. It changed how I viewed work, the world and life in general,” she says. “Today, I ask how I can be a better manager, provide opportunities, coach and develop my team. People first. Work, second. When people feel supported by their managers, it tends to increase how fulfilled they are by the work they’re doing.”

Looking back, Fleming’s biggest regret is that she did not realize sooner how important it is to support people – but now it is her passion. When she moved into a new role in 2020, she didn’t realize how much her team enjoyed working with her. In fact, many members of her team mourned her departure – a testament to her growth as a leader.

Champion of Inclusivity

Fleming never appreciated how much being a Black woman in a senior leadership role inspires others. To her, it was where she was always headed.

“Although My mom would encourage me to do a good job and work hard, she didn’t stress that I had to work harder or differently than others to be recognized, rewarded and valued. She taught me to be a good, caring and kind person to get ahead, so, I didn’t have the awareness that I think others did.” Fleming added, “It was much later that I started to realize the subtleties of being a woman – and being a Black woman – and how, in some cases, I would feel excluded, not considered or given the same opportunities as my peers.”

With Diversity, Equity and Inclusion (DEI) continuing to increase in importance and visibility, Fleming has made it her mission to lead with a “people-first” mindset that is inclusive of all backgrounds when growing talent. “There are so many areas of diversity that I’m continuing to learn about. My children are teaching me things about diversity that I had not been exposed to,” she says. “I’m so motivated by feeling like I am a part of something bigger than myself, and it’s important that others have the opportunity to share that same feeling – the feeling of being part of the team.”

Currently, Fleming is a member of the Culture Council, in which she was a founder and co-head, a sponsor of PGIM Fixed Income’s Black Professional Alliance affinity group and a member of the Black Executive Leadership team at PGIM Fixed Income. In addition, she is proud to serve as an ally to other affinity groups. “I’m an ally of every walk of life. I enjoy meeting new people, learning about different cultures and forming connections about how much we have in common.”

Stretching Her Comfort Zone – Again

In January 2020, Fleming decided to step out of her comfort zone again. She accepted a role in Client Onboarding after having spent more than 25 years in Operations.

“I kept saying, ‘Why would I do this to myself? I have another eight to ten years before I retire. Why would I take on a new role, possibly not do well and risk my reputation that has taken so long to build?’” she says. “My husband said to me, ‘Why wouldn’t you?’”

It was then she realized that this role, although challenging and outside of her wheelhouse, would enable her to learn and grow. “I can’t be someone who preaches to my kids about how you can do anything if you put your mind to it, work hard and take chances, and that the worst that can happen is it doesn’t work out. How could I not take my own advice?” she says.

So, Fleming took the plunge, taking on a new role right before the pandemic hit. More than three years later, she is still judging herself for being out of her comfort zone: feeling like she always has more to learn and is not performing at her true best. Yet, she is getting the same feedback that she is doing great. She has a supportive manager and is encouraged that her team members admire how easy she makes it look to excel in her role while juggling her husband, three younger children (who are highly involved in high school athletics), grandchildren and her 80-pound super doodle, Oreo, who is the love of her life.

“I’ve realized that others look to me as an inspiration, and I have that influence,” she says. “If they see that they too can be successful as a mom, a wife and a grandmother, it makes me feel good. I am learning not to downplay my capabilities or others.”

Not Counting Herself – Or Others – Out

One of Fleming’s daughters taught her a lesson in not underestimating yourself or others. Recently, at a track meet, Fleming assumed her daughter wouldn’t make it to the finals, although she did not share this with her. After all, she was up against a lot of girls who were much older than her and had faster times –they were stiff competition. However, her daughter defied Fleming’s expectations, and not only made it to the finals, but took home bronze and won a school grant. This taught Fleming that all things are possible with hard work and when you believe in yourself.

“I tell my children not to count themselves out, so how could I?” she reflects. “I need to remember how strong that voice that I dig deep inside of me is – that voice that empowers me to accomplish my goals is the same one I am teaching my daughters to use to accomplish theirs.”

By Aimee Hansen

/by

Mental Health Month: Racism and Women of Color at Work

,

women of color at workIt is no secret that the workplace has been completely transformed since the global pandemic and racial reckoning that swept 2020. Some of the disruption has been good for business, forcing an agility on companies who must learn to be more responsive in a rapidly evolving marketplace. It has been good for people, too, with remote work offering the increased flexibility we’ve been wanting for years but were slow to implement. For women at work, flexibility is becoming a stake in the ground instead of the benefit it once was. For women of color, however, the story is much more complicated.

According to a recent survey by Fairy Godboss and nFormation in 2021, one third of women of color planned to leave their workplaces in the next year, with burnout being the leading factor at 51%, followed by different career/greater purpose and salary/benefits tied at 47%. When we dig deeper, “burnout” for women of color is fueled by multiple competing ideas: more work with less appreciation, more discussions about racism without meaningful and effective mitigation of its effects, and greater focus on diversity, equity, and inclusion softened by little measurable progress.

Despite statements about commitments to diversity, the same survey revealed that nearly two thirds of women of color aren’t satisfied with their company’s diversity and inclusion initiatives, with 60% saying their companies are not properly prepared to handle racist incidents in the workplace.

Is it no shock then that merely 3% percent of Black knowledge workers want to return to full-time on-site work, as opposed to 21% of their white peers, and that Asian and LatinX also prefer a hybrid or fully remote work environment.

Many are wondering why, with dominant assumptions centering on the ability to manage home and work harmoniously. While flexibility has in fact brought unintended benefits to many women, especially those with young children, the pandemic has given women of color another gift that’s growing more valuable with time: psychological safety.

According to McKinsey and LeanIn’s 2021 Women in the Workplace study, women of color are far more likely to be on the receiving end of disrespectful and othering behavior, which includes race-based insults or inappropriate comments. These microaggressions, or subtle acts of indignity that communicate to outgroups that they do not belong, can range from judgments about attire or hairstyle, to ignoring one’s presence in a room, to discounting input or decisions, and even tolerating overt acts of racism or gender discrimination.

During the pandemic, Black and brown women enjoyed a respite from race-based offense and trauma. Working from home meant the avoidance of harmful people, conversations, and spaces while still receiving (most of) the critical information they needed to do their jobs.

Racism wears women of color out, literally and figuratively. The emotional and psychological weight associated with bracing for offense, overthinking whether and how to respond to offense, feeling unsafe in the world and consequently at work, and knowing you must work harder to achieve half the credit and opportunity is not only burdensome, but extremely damaging to the mental and physical health of women of color at work.

We can’t afford to dabble in healing. For businesses that desire to thrive into the future, the path forward is multi-dimensional and urgent.

Be courageous and compassionate.

As a leader, you have an opportunity to “show up” for the people with whom you work in ways that help and heal. When harm is inflicted upon their communities, engaging women of color at work with curiosity and compassion helps them feel seen by you. We want to be seen at work, and ignoring racial trauma makes people feel their pain is invisible to you. Failing to make compassionate connections during times of emotional need also chips away at psychological safety, which is key to creativity and innovation, and a precursor to true inclusion. Another way to show up for people is to intervene directly and immediately when you personally witness race-based offense.

Beware of overwork and undervalue.

Many women of color feel overworked and undervalued. In a LinkedIn poll I conducted earlier this year, the comments section overflowed with anecdotes about this very imbalance. Black women have long felt they must work twice as hard as their white peers—a feeling that is validated by Gender Action Portal research that revealed they are evaluated more negatively than Black men, white women, or white men. This “overwork” requirement stands in sharp contrast to the underrepresentation of women of color, who enter the workforce at 17% but hold only 4% of top jobs. Clearly, it is not paying off in greater opportunity. It’s every leader’s responsibility to ensure they are not requiring more proof, more effort, and stronger results from women of color than from others at work, and that you are not seeing some as perpetual “doers” and others as “leaders,” the definition of which is often based on white male models.

Build bridges.

For every practice or process we interrogate, we should build a relationship across difference. Relationships are the great accelerator in the workplace, and while systems matter greatly for sustainable impact, getting to know the people on your team – what they aspire to, what they’re good at, what their concerns are, what great looks like to them – is a powerful way to open doors for others and make them feel they truly belong. Belonging is an antidote to the isolation and trauma racism creates in any given environment and is foundational to racial equity. Your women of color need to know they are not alone, yes, but also that they are an equally valuable member of the team. Women of color, and especially Black women, aspire to higher levels of contribution. The inability to realize career aspirations can erode general optimism and taint one’s belief in their career possibilities.

Racism has long been a destroyer of people and places, and work is no exception. It divides us, harms us, and prevents us from working collaboratively in life and in business. Every leader has an opportunity and responsibility to better understand the roots of racism and how it manifests in your given work environment. Assessing your employee experience is a critical first step. Then, take responsibility for what you learn, and commit to a safer, more equitable future. This is the workplace culture your women of color, and all your employees, deserve.

By: Tara Jaye Frank is a sought-after Equity Strategist and author of The Waymakers: Clearing the Path to Workplace Equity with Competence and Confidence (May 3, 2022). Tara has worked with thousands of leaders at Fortune 500 companies to help solve culture-based and leadership problems. Before founding her culture and leadership consultancy, Frank spent twenty-one years at Hallmark Cards, where she served in multiple roles, including Vice President of Multicultural Strategy and Corporate Culture Advisor to the President. Frank’s work, fueled by a deep belief in the creative power and potential of everyone, focused on equity and building bridges between people, ideas, and opportunity.

/by

Geline Midouin: Chief People Officer, Shearman & Sterling LLP

,

“As you arrive to a real senior level, you will start to understand that people are going to have a hard time disagreeing with you. They tend to give you filtered information,” advises Geline Midouin. “If you know that, you can be much more deliberate and intentional in terms of how you ask questions, to make sure that you’re getting the real story and understanding different perspectives.”

While energetically pacing at her standing desk, where she prefers to work in the mornings, Midouin talks to valuable lessons she’s learned at entry, mid-level and executive level positions in her journey – and the excitement of sitting in a people-oriented seat amidst the talent and inclusion challenges of today.

Joy of Purpose

Born in Haiti, Midouin came to the U.S. at three years old. Her Caribbean family consisted of doctors, nurses and medical professionals, so when Midouin shared she was going to pursue a liberal arts bachelor’s degree in psychology, her mother asked her how she was going to eat. Her family believed getting an education was about job security and thought obtaining a non-tangible degree wouldn’t help.

With a master’s in Organizational Behavior from Teachers College at Columbia University and having held several leadership positions across industries in the field of people and talent – from consulting to broadcast media to healthcare advertising to big law – Midouin feels inherent joy in how she approaches her work.

“I have a sense of purpose in really helping people to bring out the best in themselves to serve the greater good, whether it’s business, our clients or our community,” she says. “I’m motivated by purpose and doing something beyond myself to create a legacy.”

Midouin has always been curious by what motivates people and why they do things – and she loves driving impact and innovation, which catalyzed her move into Big Law a year ago with Shearman & Sterling, in the new post of Chief People Officer. In this position, she’s charged with having an umbrella oversight and influence on all people-related functions at the firm.

An avid reader, she is a curious thinker who draws inspiration from many places to look at issues from different lenses. She emphasizes that in today’s shifting world, it’s important to stay curious: “I ask a lot of questions. I don’t want to hear ‘I can’t’ from my team, but rather I want us to ask, ‘well, why can’t we?’”

“We’re moving away from managing structures and instead focusing on helping people manage their expertise and their careers, so they grow both personally and professionally,” says Midouin. “How can we not just provide information, but actually engage people and then measure the things we’re doing in terms of impact, so we can prioritize?”

Part of Midouin’s mission is to continue to thread diversity and inclusion through the firm’s culture: “Like the head of the orchestra, you’re able to see how things work from a more holistic view. That becomes a secret sauce in working in a more inclusive way,” she says. “You have to integrate inclusion through recruitment and professional development, so having it under one umbrella enables me to bring the key people to the table to have the right conversations and access to resources, to work in a more cohesive manner and make changes that move the needle.”

Early On: The Confidence To Speak and Go For It

Having been the only woman and/or person of color in the room often, Midouin has learned to not be intimidated by the perception from the room that she speaks for all black women or people of color (which she notes is impossible as not all individuals of any group think the same).

“I’m one person with one point of view. So I’ve had to make sure, whether I’m the only woman or only person of color, that I’m comfortable with myself so that I can share my authentic voice,” says Midouin. “You don’t want to waste that opportunity to speak, and you also want to make sure that you share a point of view that reflects authentically who you are.”

Midouin calls her confidence to speak up a learned behavior, as very early in her career she had a critical moment where she diminished her own voice. Two weeks into a new company as a junior employee, she walked into a meeting and the CEO asked what she thought. Taken aback, she caveated her response because she was new, and he replied that he asked her because he wanted a fresh perspective.

“I never did that again because I was questioning my right to give an opinion,” she reflects. “If you’re in a meeting, you’ve earned your right to be there. People are bringing you there for a reason and they want to know your opinion. And people may disagree with you too, and that’s okay, as that’s part of what gets you to a variety of views at the table.”

Noting that we often learn the most through mistakes, Midouin also recalls hesitating to go for a position because she lacked a couple of the qualifications, while watching a male colleague who possessed only a couple of them go for it. When her manager pushed her to apply, she got the position. She now realizes the “confidence gap” was at play for her.

“After I got the position, they told me it wasn’t necessarily about what I knew. It was that I asked the right questions and showed that I’d be able to figure it out,” she recalls. “Sometimes we talk ourselves out of a risk or putting ourselves out there, because we feel like we’re not good enough or that we have to be overqualified. I really encourage people to have the confidence to push themselves and take more calculated risks.”

Mid-Level: Managing People Who Are Different To You

Another key learning moment in Midouin’s earlier career was shifting from an individual contributor to a manager. The transition from being measured for your individual results to your ability to motivate the team was a wake-up call for her when a 360-degree performance review arrived: “The people who were on my team that thought more like me, loved me and my style, but the feedback from the people who were not like me was very different.”

Midouin learned that she had to pay attention to individuals and adjust her management style depending on what they needed. While she is a problem-solver who can deal with ambiguity, bring chaos to order and prefers not to be micro-managed, she realized others need structure, a more methodical agenda and more “touching base” time to flourish.

“People tend to begin by managing people how they like to be managed. You have to learn to be thoughtful and intentional about managing people that are not like you,” says Midouin. “And then, it’s not only making sure you’re hiring varied people of different styles, but also asking yourself if you are catering to all types of styles that you have on your team. Or, are the only people that are excelling, the people who are just like you?”

Executive Level: Leading with Self-Awareness

When it comes to success in the C-suite, Midouin emphasizes the value of self-awareness – including knowing what you’re good at, not good at and surrounding yourself with a team complementary to your skills.

Midouin also notes how critical it is to not surround yourself with people that only validate your viewpoint, but rather those who have the courage to disagree and give an authentic view. One time she said something intentionally ridiculous, observing that people try to be agreeable to senior figures. After no one disagreed with her, she gently chided her team with “come on.”

“I will purposely invite my team to play devil’s advocate and give me a contrary point of view, because that’s what you need in an organization. Let’s argue the opposite point of view – the one we’re not looking at,” she says. “If you’re in a team where you’re not getting dissenting points of view, you should be worried because you’ve probably hired too many people just like you and you’re looking at things in a one-dimensional way. If that is happening, ask yourself if you are creating a safe space where all people can really share their point of view, or do you need to help pull out some of the less expressed views?”

Motivating in Today’s Context

In these times when inclusion is in demand, and the Great Resignation has led to talent wars, it’s a unique moment to be in Midouin’s seat, with an increasing focus on retention and reducing turnover.

“The biggest difference is about motivation – historically you’ve competed against other organizations and now you’re competing against ideology and alternate careers and lifestyles and priorities. Because of the pandemic, people are rethinking what place work should have in their lives. Then you have generational shifts too,” she says. “Now we have to think about how to attract and retain a workforce that wants something different. What is that difference? How does that fit with your employee value proposition? And how do you shift that?”

As one example of alternative approaches, Midouin notes how Shearman & Sterling is leveraging its alumni as recruitment ambassadors, as research shows that when you hire people through a referral, they tend to stay longer than other types of hiring. Therefore, the recruitment strategy is already incorporating a consideration of retention. In addition to a direct payment, alumni also have the opportunity to gift their referral to one of a dozen charities.

Giving Back Where It’s Needed

Midouin’s family passion is tennis. In order to teach her youngest son, who is on the autism spectrum, tennis, she and her husband were driving 1.5 hours to Queens, NY to have him participate in Aceing Autism, a program that uses the Applied Behavior Analysis (ABA) method to teach tennis to children on the spectrum. When Midouin discovered that New Jersey, where she lives, had the highest per capita representation of autism, she and her husband introduced a six-week clinic through the tennis club in their local community, which they run twice per year. Midouin is also on the board of directors for MJHS, one of the largest not-for-profit health systems in the region.

“It’s about impact, and how do you leave the world a better place?” she says. “Finding a way to give back is actually more pleasurable for me.”

By Aimee Hansen

/by

Mariah Turner: Associate, PGIM Private Capital

,

Mariah Turner“If it’s always the loudest voiced people who are taking up space, some of the more insightful opinions get lost,” says Mariah Turner. “I like to think that I’m someone that tries to champion the softer voices in the room.”

Turner speaks to showing up in a room and the community, as both a team player and a leader who amplifies the voices around her.

Finding Balance Within Finance

Having grown up with a father in finance, an economics degree from Harvard University, and a couple of consultative internships under her belt, Turner sought a position in investment management right out of college. More than three years ago, after a year and a half at Allstate, she joined PGIM Private Capital (PPC) and transferred from Chicago to the London office last year.

Initially drawn to sociology out of a fascination for how and why people think and behave the way they do, Turner combined her interest in human behavior with her attraction to finance. She enjoys considering why people make economic decisions and what factors influence the choices they make ̶— a valuable perspective when assessing investment prospects.

“I’m definitely someone who is intellectually curious, and in this industry, every day is different,” says Turner. “There are new challenges and discoveries with each transaction and type of company you’re evaluating. This keeps the work fresh and exciting, which motivates me to learn and do more.”

Turner notes that entering into the workforce five years ago, she knew she was looking for a balance with family and personal life – as her own parents modeled through their involvement in church, community, and after-school activities when she was growing up. “Lifestyle balance can be particularly challenging in the finance world, so what motivated me to come to PPC was knowing that I’d be in a role, in a space in finance, where I could still have that balance.”

Showing Up in a Room and For the Community

“I’ve been very fortunate in that I don’t feel that my race or gender have really been factors in my career to this point. I think it has definitely been more performance-based,” Turner notes. “I participated in speech and debate in high school, and I played sports, so I’m very used to speaking in front of people, being very direct and voicing my concerns. If I didn’t have that personality or had worked in spaces that discouraged those behaviors, maybe my experience would be different.”

Turner admits she is more wary of the possible dynamics at play around race and gender when outside of the office, in external meetings where she might not know what kind of biases are present. This means she’s more hyper-conscious of how she presents herself to get the reactions she hopes for, which could mean changing how she dresses or does her hair. Turner says, “That is something that we, as a society, are going to have to deal with on a longer-term basis.”

Turner is impressed by the leaders who walk their talk day-to-day, be it in the office or the community. “I look up to people with authenticity and passion, who convey it not just with words, but with what they do –whether it’s actively reaching out to people who are more junior, actively seeking their advice, or introducing them to committees or organizations within industries to try to broaden their vantage point.”

Nobody has role-modeled walking their talk more than Turner’s mother. As president of the school-site council, she helped Turner’s elementary school become a distinguished California school. She also began a group in the school district, whose aim was to provide support and advocate for the needs of Black parents and students. Turner observed her mom continuously play an active role in supporting the wider community, a trait she hopes to emulate.

Championing Voices and Being a Team Player

Turner would like her colleagues to see her as a compassionate leader who helps to amplify all the voices in the room.

“If I’m leading a meeting, I like to cold call on people and get a pulse for what different people are thinking, because it’s often people who are more reserved or introverted who have very deep insight,” she says.

Another way she seeks to champion differing perspectives is by having one-on-one conversations, fostering a safe space for people to share their opinions in a more private setting. From here, she can determine how to help those individuals share their thoughts in a larger space.

A rugby player while in college, Turner joined a club rugby team in London and applies the lessons she learned about teamwork from her childhood and current participation in sports.

“Everyone needs to be on the same page and playing their role, and when one person isn’t, it affects the rest of the team,” she says. “This applies to both sports and in the workplace; it is critical to have good communication and know how your actions affect others. In those times when you aren’t feeling your best, I think it’s important to ask for and are willing to receive support from your teammates.”

“I also believe it’s important to be mindful of how your teammates are feeling. Actively asking how others are feeling not only makes them feel more part of the team, but also establishes a level of trust and morale that makes everyone perform better,” she says. “Being aware of how everyone else is feeling helps form a cohesive team because at the end of the day, we’re all working towards the same goal. If one person is having an off day, that’s going to impact the whole team. Knowing how to rally around and motivate that person not only helps the individual but brings the whole team closer together.”

Turner wants to be the type of leader that helps aligns individuals’ goals to the broader team and organization’s vision, enabling everyone to move ahead and progress together.

Being Strong and Giving Back

Growing up, Turner remembers hearing stories about her father’s family working as sharecroppers in Louisiana before they moved to California, her home state.

“Only two generations back, my grandmother was picking cotton in the fields and making dresses out of flour sacks. That’s a reminder the past is not as far back as we perceive it to be.”

The wisdom Turner’s grandmother imparted has influenced her perspectives, “She told me ‘whatever your husband knows how to do, you should know how to do, too.’ Her lessons in perseverance and being self-sufficient have motivated me to be independent.”

What’s in the decade ahead for Turner? She envisions herself with a family and continuing to be led by her curiosity. In Chicago, she was highly involved in volunteering, especially working with children–whether helping to provide healthy meals or reading to them–and was struck by the impact of food insecurity in her community. She now participates in community service through the Junior League of London by helping raise awareness about poverty in the city.

By Aimee Hansen

/by

Brandi Boatner: Manager, Digital & Advocacy Communications, IBM

,

Brandi Boatner“You’ve got to remain true to yourself, because there are enough people telling you what you can’t do. I will always tell you what you can do,” Brandi Boatner tells young black women. “We’re going to make change together, but you have to be true to yourself. You have to be authentic. If you’re not, what’s the point?”

Boatner speaks to how the standards have changed for social media and social justice, owning your uniqueness as a black woman, opening the door for others and living through hard-earned resilience in New Orleans.

From People Person to PR Person

Boatner has always been a people person. Fascinated with physics, she started out as a physics pre-med major, until she realized being alone with lasers in the lab wasn’t her happy place. While she wasn’t drawn by the image of a public relations (PR) woman, Boatner was attracted to interacting with people and influencing behavior and has been enamored ever since.

“I love the work, I love the people, and using technology to impact and make the world better feeds my soul,” she says of twelve years at IBM. Boatner began when brands were just finding their footing in using social media to create awareness and drive business, and she’s been fascinated by how social media changed in the last two years as organizations had to discover how to communicate and live their values online.

“Once the pandemic happened, everyone had to shift their social strategies: it was no longer about product, but people. You had to be empathetic, sympathetic and not tone deaf to what was happening in the world,” she says. “Now you’re seeing more posts with purpose. You’re seeing the platform being used to stay in touch and informed, and to stay aligned to values.”

Brands Becoming Value Advocates

In the wake of George Floyd’s death, companies were given a wake up call to be more accountable to identifying, communicating and living their values, which also shifted her role when it comes to leading social justice communications.

“If in today’s environment, you as a brand are not sharing your values and what you believe in on social media, that’s problematic. If you are not speaking out against injustice, discrimination and bias, which we all have, that is problematic,” says Boatner. “Today, companies have to advocate not only for the brand but also for what their employees expect them to advocate for: What are your brand values? What do you stand for? What do you stand against?“

Born and raised in New Orleans, she has internalized Southern values such as approaching other with genuine friendliness, not prying on topics such as politics and religion, and looking to the brighter side for opportunity: “I say PR is the ER, because there’s always something happening. It may be easy to say ‘this is the worst thing to happen’, but I always ask, ‘what’s the lesson to be learned, what are we taking away?’ Yes, we will come to a resolution, but what can we learn and do differently?”

Elevating Social Justice and Action on DEI

Boatner is proud to have led the catalyst Emb(race) pledge, working with senior leadership, which launched on June 1st 2020, in which “IBM and IBMers stand with the Black community and call for change to ensure racial equality”- a campaign for policy change and opportunity creation “to help transform this moment of clarity into lasting change.” The effort has expanded to support other race and ethnic communities, including AAPI.

Launched in September 2020 to transform workplace dynamics, she’s been supporting key initiatives for the Transformation and Culture function, focused on growth, inclusion, innovation and feedback. The function’s mission is led by Obed Louissaint, one of her mentors and a black executive at IBM whose role became the SVP of Transformation and Culture.

“HR is a huge juggernaut,” says Boatner. “So how do you carve out a role specifically looking at organizational culture? I have the distinct pleasure to support Louissant’s team with external and social activities and help drive culture change within the company.”

Honored as a changemaker in 2021 by PRNEWS, Boatner observes 2020 brought an impossible-to-unsee reckoning: “It was time to have the uncomfortable conversations around racism and things that happen every day, like microaggressions, code-switching, as well as privilege, which I don’t see as a dirty word. I’ve been taking about D&I for a long time, but we weren’t having those conversations in this context before. People had to get comfortable with being uncomfortable to address these topics.”

In the past year or two, Boatner observes the game has moved from talk to a focus on tangible actions to drive change: “I do believe that we are making the right steps, but there’s just so much more work to be done because after 400 years, there’s a lot of areas for improvement and it’s not going to be ticking a neat checklist,” she notes.

Opening The Door For Others, Wider Yet

Since becoming the first black woman to serve as the National President of the Public Relations Student Society of America (PRSSA), Boatner has been attuned to what it means to have either the presence or absence of those who walk before you.

“I was the first one, which confused me for an organization that had existed for over forty years,” says Boatner. “At the same time, there were several black women who had led the professional society, so that told me that when I graduated, if I ever wanted to PRSA president, somebody had laid the groundwork before me. I wouldn’t have to be the first this time.”

Boatner feels representation is so important and is inspired, not dissuaded, to be the change: “Whether a lot of people look like me in Corporate America leadership, it has to start somewhere – such as talking to historically black colleges about why PR is a viable career. My attitude is when I am in a position of power, there are people to open the door for, because a bunch opened the door for me to be where I am.”

Among those who have inspired and empowered her, she includes black female executives Judith Harrison, Renetta McCann, Helen Shelton, Debra Miller, and more trailblazing women: “Let’s leave our mark, they showed me, so that’s what I am trying to do. But I’ve never wanted to be black Brandi. It’s Brandi, rockstar and badass, and she just happens to be black.”

Outside her organization, Boatner has had her moments of confronting thinly veiled racist interactions – such as having to make her position in the room clear (and it’s to speak, not get the coffee) or tolerate being handled with kid gloves (such as being presented negative news in a way that seeks to pre-empt or manage the angry black woman stereotype).

When it comes to allyship, she says you have to stop playing safe and stop sitting on the sidelines: “If you’re not an agent of change, you’re literally just a spectator. You won’t roll up your sleeves. It’s great you want to be an ally, but I would really love an accomplice – somebody who can get me into the spaces that I can’t yet get in and can change the way people think and look, because they’re already in that space.”

Being Your Authentic Whole Self, Above the Challenges

Boatner is more at home speaking to a crowd of thousands than a room of a dozen people. She wants to be seen as the Beyoncé of the business world: “I want people to be like, she is a force, she is effervescent,” she says (which she is). “But at the end of the day, I am the epitome of realness. What you see is what you get, and I’m a lot for people to take. I know I live at a twelve on a ten scale, and I’ve tried to come down to a six but that feels uncomfortable, so I decided I’m going back to twelve. That’s who I am and that’s a leadership quality.”

She also values realness and aliveness in those she works with: “I like people who work towards a common goal. I don’t want the naysayers – the we can’ts or the woulda, shoulda, coulda’s. I like people who inspire and empower.”

Boatner makes a point to reach out to black women to encourage owning their roots and raise their vision beyond the possibilities they see for themselves: “I always tell young black women that your blackness is part of your uniqueness. No one can take that from you. I feel as a race and ethnicity, we have a unique set of characteristics and traits as black women that are all our own. And that is something to be proud of and that is something to be shared and that is something to be recognized and valued. No one, I mean no one, should take that from them, including themselves,” emphasizes Boatner. “They are sometimes their own worst enemy.”

She notes that many things are and will feel stacked against you and you’re going to run into hard days, racism and bigoted people, but she urges young black women to let none of that define their possibilities.

Resilience in The Wake of Trauma

Boatner’s greatest passion in her life is her family in New Orleans, and it’s together with her family that she has faced her most difficult challenges.

Sixteen years ago, her family lost their home in Hurricane Katrina, after the roof blew off their house and they were forced to flee and hunker in the storm, salvaging ultimately only what had been stored in a fire-resistant lockbox by her father, such as her birth certificate. And just last year, and exactly sixteen years to the day of this first devastating life-changing experience, Hurricane Ida struck New Orleans and again took her grandparents family home (where her mother grew up) and flooded her mother’s hometown.

Watching in horror from New York and praying not to see her family turn up on CNN, Boatner felt helpless, triggered by the past trauma of Katrina, and desperate to get her mom to New York: “It was incredibly difficult to go through that, and if it wasn’t for my colleagues and best friends, I don’t think I would have been able to get through it. Here I am the woman always trying to make things happen, and I couldn’t do anything. It was crippling and suffocating.”

Boatner had to “dig deep” and being a mindfulness leader supported her, but she reflects it would have been easy to go down a very dark path: “Talk about resilience – my family and the citizens of New Orleans are made of tough stuff because we’ve been through something terrible, now twice.” She notes that people often want to glamorize the survivor story, but when you’ve lived it, you don’t want to relive, dramatize or be defined by it.

“I love my family, I love my Louisiana, I love my tribe,” she says, grateful today that despite the impossible loss, everyone is here and well.

By Aimee Hansen

/by

Six Forms of Cultural Wealth You Can Leverage As a Leader

,

cultural wealthIn her model of community cultural wealth, Dr. Tara J. Yosso identified six forms of cultural wealth (aspirational, navigational, social, linguistic, familial and resistant capital) possessed and earned by socially marginalized groups, and countered the lens of cultural deficit.

Cultural wealth is defined as: “an array of knowledge, skills, strengths and experiences that are learned and shared by people of color and marginalized groups; the values and behaviors that are nurtured through culture work together to create a way of knowing and being.”

Affirming the cultural capital you’ve acquired as part of your road-tested skillset can be a compelling collective and personal narrative-flipper: factors that may have inhibited opportunities become empowering qualifications of your leadership ability. To walk into the room with a sense of cultural wealth integrated into your personal narrative could arguably reduce and reframe a sense of imposter syndrome.

In fact, Yosso’s model was initially designed to “capture the talents, strengths and experiences that students of color bring with them to their college environment”— but professional context, and even executive context, are even more compelling given you are further on the journey.

Here are the six forms of cultural capital and why they make you valuable as a leader.

Aspirational Capital

Aspirational capital is the ability to sustain hopes and dreams for the future amidst both real and perceived barriers.

As states the University of Portland UP Career Center, “It is the ability to envision a future beyond your current circumstances and work towards pursuing your dreams and aspirations.”

As Sheri Crosby Wheeler, VP of D&I at Fossil Group, told theglasshammer earlier this year when speaking to her own economically disadvantaged background: “I feel like it has given me the grit, the resilience, the fight, the get-up-and-go that I have to this day. I won’t see myself as ever being down and out, and I won’t stay in a ‘woe is me’ place, not for very long.”

The impact and success of Black and Latina female entrepreneurs, despite opportunity gaps, bias and barriers in the hallways of corporate America, bears testament to a mentality of sticking to a vision of realizing the dream beyond obstacles.

The ability to conceive of and hold to a vision beyond the current reality is not only essential to becoming a leader, but also what enables leaders to inspire entirely new visions and influence new realities.

Navigational Capital

Navigational capital is the ability to maneuver through systems and institutions that historically were not designed for you. Yosso notes that this capital empowers individuals to move within environments that can feel both unsupportive or hostile.

“I think you can approach a situation like that and feel like you’re the only one,” Gia Morón told us, on inviting herself into the NYC networking circle for the emerging legal cannabis industry, “or you can say, ‘I can invite other people and not be the only one.’”

As pointed out in Harvard Business Review by Marlette Jackson, PhD and Paria Rajai, the dedication many “first generation corporates” have to paying-it-forward and bringing others up through sharing the unspoken rules of navigating an organization is one way navigational capital comes into power. And for those who trail-blazed themselves, they bring that earned strategic and maverick gumption to what they offer.

“The most rewarding piece of my work is to create an opportunity and open a door, where traditionally that door may not have existed,” said Noelle Ramirez, Project Manager, DE&I at PGIM, about alternative recruiting channels, “to be able to put that spotlight on someone who might not have been seen and say, ‘I see you and there’s space for you here.’”

Social Capital

Social capital is leveraging existing community resources and connections in building a network in support of your goals.

The roles of social and cultural capital have been found to be key components in supporting academic achievement among Latinas. In one qualitative study of Latina women, the pursuit of higher education was truly conceived as a “family goal” in which sacrifices were made to realize the goal, and in turn the Latina women “considered their own educational advancements as advancements for the whole family.”

Recently, Monica Marquez, Co-Founder of Beyond Barriers, shared with us that years ago when pioneering a Returnship® program at Goldman Sachs that facilitated mothers back to work after their maternity leave, her team found Latina women were less likely to have opted out of work for home responsibilities than their white peers, because they had the strong family structure and childcare support within the family.

“The cultural nuance or norm of the tight-knit family, where it takes a village to raise a family, helped some women stay employed opposed to having to opt out,” said Marquez.

Linguistic Capital

Linguistic capital is the sum intellectual, social and communication skills attained through a particular language, history and experiences.

Linguistic research indicates that those who are bilingual or multilingual generally have more connectivity and integration in their neural networks, a sharper working memory, more cognitive reserve, better task-switching, more divergent thinking and are more adept at solving mathematical problems than monolinguals, for starters. Analyzing in a second language also reduces decision bias.

“I have the benefit of growing up in a different country and being exposed to different cultures, so that helps me to understand and work with cross-cultural teams,” Anna Thomas, VP at BBH, told us. “For example, in Asian culture, unless you actually reach out and ask, someone will often think it’s disrespectful to provide their view of things. I grew up in that culture, so I know and I can actually coax and ask someone to speak up. I can come from that angle.”

Yosso emphasized that cultures where oral storytelling is part of the daily cultural fabric bring “skills [that] may include memorization, attention to detail, dramatic pauses, comedic timing, facial affect, vocal tone, volume, rhythm and rhyme”, such as to narrative crafting and public speaking.

Familial Capital

Familial capital is the cultural knowledge and nuance obtained from family and community experiences, for example how the communal-orientation of many Latin cultures may predispose networking skills.

While crediting her parents for raising her in faith from a long line of ministers and pastors, Marie Carr, a Global Growth Strategist at PwC US, said: “I have confidence in and the ability to appeal to a force higher than myself. That’s helped me to be more patient, to put myself in other’s shoes, to not be so hard on myself. You have to be able to center yourself, because you’re often going to find yourself in an environment that’s not going to affirm you. So, the ability to affirm yourself is really useful.”

Familial legacy of challenge and strife can also compel compassionate leadership.

Megan Hogan, Chief Diversity Officer of Goldman Sachs, recently shared that her family’s journey from the Dominican Republic to find opportunity influenced her own pro bono passion of working with immigrants seeking asylum: “It’s always been important to me to advocate for people seeking refuge from persecution as a way to pay it forward and allow others to find those same opportunities.”

Resistant Capital

Resistant capital is the inherited foundation and historical legacy of communities of colors and marginalized groups in resisting inequality and pursuing equal rights. This includes embracing a resistance to stereotypes that are not authentic to your sense of self.

Overcoming barriers and challenging the status quo enables a leader-oriented lens of questioning conventional models and methods that aren’t working or may be problematic for long-term growth, according to the findings of HBR authors Jackson and Rajai.

“The narrative is often ‘I come from a low-income neighborhood, I was raised by a single parent, my father is in jail, my brother was killed, I didn’t go to an Ivy League school. I’ve got no credentials to lead…Who am I to run?” said May Nazareno, NE Director of Gifts at Ignite, to us, speaking of encouraging the inherent young female leaders from highly marginalized neighborhoods. “And we flip the script and say: who are you not to? We’re here to convince each young woman that her whole life is what makes her qualified to lead.”

By: Aimee Hansen

/by

Black Women Leaders in Business: Will Recent Losses Wake Us Up?

, ,

black women leaders featuredBy Aimee Hansen

Across the past twelve months, four African-American leaders have stepped down from positions of high visibility in the business and political world.

What’s most striking about these few departures is the size of the gap created by them, highlighting an African-American representation among women in leadership that remains far too small and a diversity movement that remains far too narrow.

The large gap left by losing a few powerful African-American leaders is a wake-up call to widen our diversity, not just in intention but in individual practice and in outcome.

Losing Power Players

This year’s Fortune’s Most Powerful Women 2016 continued to feature Rosalind Brewer (#19 – CEO and President, Sam’s Club and Walmart), Anne-Marie Campbell (#20 – EVP, U.S Stores, Home Depot), and Ursula Burns (#25 – CEO and Chairman of Xerox), with Beyoncé displacing Taylor Swift (#51).

But the 2017 list will look different. Last May, Ursula Burns, the first and only African-American women to run a S&P 500 company, announced that she would step down from her CEO position after splitting Xerox into two companies. After Rosalind Brewer’s recent retirement news, black women – already scarce – will now be absent from the helm of major U.S. companies.

Meanwhile, former FLOTUS Michelle Obama has left the high profile visibility of the White House (although her voice may well remain in the spotlight) and Loretta Lynch has ended her term as the U.S. Attorney General.

These four women (Obama, Lynch, Brewer, and Burns) accounted for over 50% of the African-American names on Forbe’s World’s 100 Most Powerful Women 2016.

Losing four black women from highly visible, influential leadership positions wouldn’t be so striking except – in the context of so few peers in positions of power – it simply is.

Monolithic Diversity

The percentage of women CEOS among Fortune 500 companies dropped to only 4.2% in 2016 (from 24 to 21), which is a hit for all women. The near absence of minorities amidst that 4% testifies that diversity’s approach to advancing women remains very monolithic.

Black women remain caught in the blind spot of intersectionality, and while naming the problem helps, it does not address it. As Melinda Marshall and Tai Wingfield, authors of “Ambition in Black & White: The Feminist Narrative Revised,“ write in the Harvard Business Review, “At the intersections of race and gender, both then and now, black women have labored unseen, even to those lobbying for their advancement.”

As a recent AAUW report highlights, “the specific ways in which they (black women leaders) are disadvantaged clearly differs from the better-understood ways that white women leaders are dis-advantaged.”

The diversity movement falls short of advancing women when we too often ignore the rich diversity of needs, realities, and challenges experienced by different women, and work to address them.

Intersectional Barriers

As research has shown, black women are (three times) more likely to aspire to leadership roles than white women and half as likely to attain one.

As summed up by a 2016 report in the Journal of Business Studies Quarterly, some of the myriad of factors holding African-American women back from the C-Suite include dual bias at the intersection of race and gender (a net that affects everything else), the impact of stereotypes on perceptions (as an example, African-American women are often perceived as aggressive in communication), a lack of career opportunities to showcase skills, having to prove competency more than colleagues, a lack of strategic feedback, workplace isolation and ‘outsider’ status.

The Biggest Barrier is Social Exclusion

But one of the strongest barriers for black women is the lack of access to powerful social networking with influential senior executive leaders, which requires a certain level of ‘insider’ status.

According to Wingfield and Marshall in HBR, black women “have mentors and strong support networks but lack sponsors—leaders who will talk them up behind closed doors, steer plum assignments their way, and defend them against detractors.”

Black Women Executives Research Initiative Revisited by the Executive Leadership Council, the first longitudinal study of black women executives (BWEs) in corporate America (2007 and 2015), gleamed insights into both the challenges and experiences of 59 senior leaders across the eight year period.

The importance of creating and maintaining sponsorship relationships, and building a network of allies, was emphasized by BWEs.

As one interviewee said, “I believe you almost have to have somebody in the room where the conversation is happening that says, ‘this is the person who can make the contributions and be valuable.’ If you don’t have that it’s very hard.”

Research by Catalyst has demonstrated how black women and men who experience a heightened sense of “being different” based on their race/ethnicity within the workplace suffer an “Emotional Tax” that can include impaired sleep, a sense of always being on guard, speaking up less, reduced innovation and creativity, and feeling less psychologically safe in contributing their own voice at work.

However, a sense of inclusion reduces the Emotional Tax, and increases psychological safety, such as feeling leaders and team members ‘have your back’, that mistakes won’t be held against you, and that co-workers are not going to try to undermine your efforts – in other words, a corporate environment in which anyone can feel comfortable in taking risks, not just the majority.

Absence from networks also affects black women entrepreneurs. Despite the fact that African-American women are the fastest growing group of entrepreneurs, their endeavors tend to lack major investment backing or significant outsider funding.

Strategic Career Management

The Executive Leadership Council report also found that 27% of BWEs had advanced in their careers (since 2007), and over 60% did so while in Profit & Loss roles. Yet 46% of BWEs left their companies to start their own business or moved to a different company, sometimes losing ground.

In-depth interviews revealed four factors that were most influential in career developments for these leaders: 1) alignment of values, 2) agility and re-purposement, 3) sponsorship, and 4) relationship-building as politics.

The primary reason for satisfaction among BWEs in their work was alignment of values on an industry, corporate culture, positional or interpersonal level – and the primary reason for dis-satisfaction, and hence job movement, was a deterioration of alignment.

A key career strategy for BWEs, referred to as agility and repurposement, was an ability to move rapidly between challenges to foster “continuous learning, cross-functional, boundary-spanning work and intentional, if not always planned, career expansion.”

Many successful BWEs were keen to take assignments, even adjacent opportunities and glass-cliff appointments, that ultimately advanced their learning, broadened their expertise, and gained visibility and network connections.

Disrupting the Silos In Business & Diversity

As written in HBR, leadership which aims for real diversity must purposely disrupt silos in the workplace, creating more opportunities for intersectional visibility.

As Wingfield and Marshall write, “Leaders must create a culture in which people at the intersections of functional or affinity identities have equal access to their attention or equal opportunity to earn it.”

And as champions of diversity, we must disrupt the insidious silos that exist within the diversity movement and within. For each non-minority woman in a place of leadership, we can ask if we are doing our part in including African-American women in social networks and enabling opportunities for visibility?

Are we checking our own relative privilege and our own blindspots? As much as we want equality, are we practicing it within the power and influence we hold?

While theglasshammer is putting a focus on African-American women in leadership during February’s Black History Month coverage, minority women are living the lesser-understood intersectional challenges every single day, and we must make a daily practice of staying awake to that.

/by