Tag Archive for: LGBTQ Pride

Alexandra Tyler: Managing Director, Digital Transformation Leader, Accenture Song

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Alexandra TylerRemoving my protective wall around my identity has enabled me to create deeper connections in my work and in building more meaningful relationships with my family and with my colleagues and clients,” says Alexandra Tyler. “The protective wall goes down, and it impacts everything, including being a better leader.”

Curiosity and Customer-Focused Growth

Curiosity has driven Tyler’s career. She’s come across specific job positions by asking questions. “I’ve been lucky in that I’ve been able to pave my way in making my own adventure, essentially through conversations with people about open positions they had that weren’t quite right,” she reflects, “and in which we often crafted a new position that matched the needs of the business with my expertise and interests.”

Having studied psychology, she began her career in advertising, where she learned to appreciate the power of understanding what customers want and need.

“If you understand what customers want and need at every stage of their journey and are able to fulfill those needs and desired successes, you can enable growth,” she says. “What do those customers want to achieve and how do you develop the roadmap and path to get there? That is the opportunity. That’s why I’m excited about Gen AI and other innovative capabilities to unlock and enable more insights to meet customer needs.”

Being Focused on People’s Motivations

Growing up as a daughter of first-generation immigrants and raised by a father with a disability, Tyler understood the importance of two important lessons that he imparted: in order to succeed, one must persevere and exhibit true grit. In addition, one must celebrate differences in others.

“I feel strongly about focusing on doing right by others. Ambition goes awry if you don’t have respect for individuals, and if you don’t think about what motivates them,” she notes. “I want to understand what’s important to the people with whom I work. I focus on treating individuals how I would want to be treated – including respecting their differences, talents and expertise.”

In addition to treating her colleagues and team members with mutual respect, Tyler learned the importance of inspiring them to pair their great ideas with great follow-through: “I often see people who are incredible ‘ideators’ – who come up with innovative and breakthrough ideas – but they struggle with execution,” she observes. “The devil is in the details when it comes to lighting up an idea. It takes focus, management and collaboration.”

Freeing Herself To Show Up Fully

“It took me a long time to feel comfortable as an authentic leader. Growing up in the world I grew up in, as an LGBTQ+ individual, was challenging,” she notes. Recently at a bank branch, she saw a sticker related to the LGBTQ+ community about celebrating differences. It struck her to imagine the impact that seeing that message would have made early on in her career.

“When I first started my career, I was lying by omission, often doing what LGBTQ+ people do…not using pronouns for your partner. It’s only in the last ten years that I have been comfortable enough to be honest about who I am and to bring my full self to the equation.”

What you feel you cannot say begins to grow heavy and become a burden. Tyler imagines carrying a sixty-pound barbell all those years. “When I put that burden down visually in my head, it was exceptionally freeing,” she says. “When I freed myself of that burden, opportunities in my career opened up.”

For example, at a work town hall, Tyler recently shared her personal journey and the value of bringing her full self to work. She was commended by the head of her division for showing up as her true self and was applauded for doing so, exhibiting the traits of leadership that Accenture values.

“I cannot tell you how much positive feedback I received just for being true to who I am and being vocal about it,” says Tyler. “Leaders at Accenture have been phenomenal in recognizing the power in whatever differences you bring to work and the ability to bring your full self.” And sharing her experiences of exclusion has built bridges of empathy with others who have faced challenges. LGBTQIA+ peers have approached her inspired by her authenticity and, in turn, let down their own protective walls.

Advocating and Inspiring Others

“Freeing myself up to be myself empowered me to be an advocate for others. It is important for me to pay it forward by being an advocate in my community.”

Tyler is on the Board of Be The Rainbow, an LGBTQIA+ nonprofit organization in her Long Island hometown. On their third Pride March, Tyler is excited to be opening minds and hearts to create a greater platform of equity in which all can have a voice.

In her training and at work, Tyler’s approach is comprised of experimentation and optimization. She often tests the waters, dips her toe in, tries out different messages and approaches. What she found when she ‘came out’ is that the response was much more positive than she had anticipated. She encourages others to consider who they can safely share with – a person, a group – in order to build that positivity. Tyler acknowledges that the experience of speaking one’s truth, no matter the reaction, is alone invigorating and empowering.

The Intersection of Identity and Innovation

Tyler admires that her daughter’s generation wields identity and labels quite differently. “Labels are fluid and I know that my daughter and her friends are comfortable at the same time with no labels or multiple ones: Imagine what you could do if you were not carrying the burden of the sixty-pound barbell, or invisible burden, every day?”

At Accenture, Tyler is fascinated by the intersection of innovation and identity – particularly how removing obstacles around identity frees you up to create and innovate. She considers cryptanalyst Alan Turing (played by Benedict Cumberbatch in the film The Imitation Game) who developed the ability to decode messages and the predecessor to the computer, and who was also tortured for being homosexual.

“I think about what more amazing things he could have done. He was such an innovator, even with the constraints of conversion therapy and being tortured,” she notes. “What aperture could have opened if individuals like Turing could have been safe to express their identity freely? I’m interested in that tension for any minority who is held back because of societal constraints or one they put on themselves. I’m fascinated by the intersection of how innovative you are as a thinker and the ability to free yourself up to feel comfortable to think differently.”

Why Failure Is Growth

Early on in her career, Tyler worked on developing and launching a new product that consolidated all utility bills into one billing statement. For various reasons, after two years of pretests and pilots, the project failed to launch. But her functional leader was an innovator who believed in failing often and failing fast. Instead of berating the team, he applauded the risks and innovation and threw the team a “failure party” and handed out awards. The team received their best performance reviews that year.

“I learned the importance of reinforcing that failure can actually spur innovation,” says Tyler. “I was very lucky to find leaders that encouraged failing. I know that it may sound trite but, to me, the age-old notion that failure begets growth is very true.”

As a result, Tyler encourages her teams to take calculated risks and experiment: “It’s okay to fail because you learn and those learnings bring you closer to success. Because you WILL eventually succeed. Perfection at the sake of innovation is failure in itself. You must try and also not be afraid to be curious, and that effort and curiosity are successes in themselves. ”

Tyler has two daughters, 15 and 18, a freshman in high school and college, respectively. Her wife, Beth, is a special education teacher in Queens. Recently, her oldest daughter “failed” to get into her first college choice. After the initial disappointment, she applied to an array of different schools that she would otherwise not have considered. She now feels “at home” at UNC Chapel Hill where she is thriving – an example of how failure can lead to the growth you didn’t see coming.

To be surrounded by her family and watch them grow are her greatest successes, and Tyler now embraces sharing those successes with others.

By Aimee Hansen

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Fabiola Gutierrez-Orozco: R&D Director, Global Nutrition Science, Reckitt

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Fabiola Gutierrez-Orozco“Learning is my passion. The roles I have held in industry have allowed me to do my job and learn at the same time,” says Fabiola Gutierrez-Orozco. “And it is not the same thing every day.”

Gutierrez-Orozco speaks candidly about the challenges she has overcome since leaving home at 13 to pursue her education, and the inner growth journey she is pursuing while stepping into a senior global leadership role in STEM. Coming from San Luis Potosi in Central Mexico to the U.S. to obtain a Master’s degree in Human Nutrition, Gutierrez-Orozco was drawn to nutrition science, gut health and the microbiome. One year before obtaining her PhD, she realized she didn’t want a career in academia. Upon graduation, she joined the business world, working in pediatric nutrition, which allowed her to stretch her scientific research foundation into applied nutrition and allowed her to continue to constantly learn.

Perspective and resilience have carried her to where she is today: “Earning my Master’s and Doctoral degrees wasn’t an easy road – coming from Mexico, moving to the U.S., being the first one in many generations in my family to earn a college degree, and then go onto graduate school,” she notes.

“It has been both resilience and the desire to do better not just for myself, but for my family. Initially, the reason I came to the U.S. was to improve my education so I could access better jobs and provide financial help to my family,” she shares.

Indeed, so many factors at a cultural level in Gutierrez-Orozco’s life have challenged her to create mental and emotional resilience. At 13 years old, she had to leave her parent’s house and her hometown in rural Mexico and rent an apartment in a nearby city to be able to attend high school. She then moved farther away for college before moving countries and coming to the U.S. for her Master and PhD degrees.

Cultural Challenges Beyond Her Peers

Incredibly, Gutierrez-Orozco took on a STEM graduate education whilst learning to express herself in English. “I didn’t speak English when I first came here in 2006. I had all the grammar in my head. I could write and read and understand what people said. But, while in class, if the professor asked me a question, I had the answer in my head. I just couldn’t say it.”

She also had to unlearn the need to hide that she was gay. “I had a relationship in Mexico that was in the closet because my family was raised strictly Catholic. So coming here, and trying to find my way out of that was another big change for me.”

While in grad school, Gutierrez-Orozco also perceived that she was not as primed for success as her student peers. “Honestly, growing up in public schools in Mexico, I don’t think I received the best education compared to other people in the same graduate program as me. I always felt a little behind and tried to work harder to catch up and do well.”

That same feeling followed her to the workplace, being self-conscious about other’s projections around her accent or when she comes across unfamiliar words at first exposure – “I can always find the meaning through context, but I often feel like I have to be paying extra attention to keep up.” She credits her wife and daughters, English native speakers, for being fluent now.

The Mindset Shift of Leaping To a Big Leadership Role

In April of 2022, Gutierrez-Orozco was promoted to a senior leadership role, managing a 24-person team of scientists, many with PhDs in chemistry, biochemistry or nutrition. While she’s held managerial roles since 2018, Gutierrez-Orozco has focused her growth on transitioning her mindset from that of an individual contributor to that of a global team leader.

“In my previous managerial roles, I still had at least 50% of an individual contributor role. However, in my current role, I don’t know everything anymore. I don’t have the time to read all the science that I want to read,” she says. “So I’m learning to be okay with not knowing everything and finishing my work day without seeing tangible results because so much of what I have to do now is strategic work. Losing that sense of tangible accomplishment has been a struggle.”

She’s also learned to separate her work-style preferences from what is needed to inspire a team: “I have never liked being the center of attention or the object of recognition,” she admits. “I’m really trying to remind myself that just because I don’t feel comfortable being recognized, doesn’t mean my team members don’t need, and obviously deserve, that recognition.”

Confronting Imposter Syndrome with Executive Coaching

Experiencing imposter syndrome led her to seek out help in confidence-
building and owning her worth – despite cultural messaging – through executive coaching.

“Working with Nicki Gilmour on my leadership journey has really helped me reflect on how these thoughts and the belief that ‘I am not enough’ are holding me back from growing, not just in my role but as a person and leader,” she says. “Coaching has also helped me reflect on ways in which I can leverage my background to help others that might have a similar experience. Lastly, coaching has given me the confidence and courage to move forward on my growth journey as a leader. I know I am not going to get it right at first, or all the time, but I am willing to try and learn.”

To dial down the voices of self-doubt, Gutierrez-Orozco also reminds herself why she took this role in the first place: to provide support and guidance at a time when the entire team was experiencing a significant lack of stability and optimism because her company had just gone through a wave of layoffs that impacted many people in her department. Therefore, when she begins to doubt, she can focus on the good she is doing serving her team. She also reminds herself that her work is not about perfection, but is rather about showing up every day and being there for others.

Modeling Authenticity and Vulnerability As a Leader

One way Gutierrez-Orozco has leveraged her background is by being open at work about who she is, where she grew up, and her life with her wife and family. She also shares when she struggles with anxiety and depression. The impact of her authenticity and her vulnerability has given her team members permission to be real, too, and it has strengthened the group overall, allowing them to work closely together more effectively, and therefore deliver on the company objectives.

“Inside my team, I’ve had an impact with people being willing to share what they might be struggling with and being able to express the need for support. Some have shared that it’s been such a change in the past year”, she says. “In the past, if someone was struggling and brought it up, especially a female, management would have thought that person was just being weak or whining. Or if a woman spoke up and shared her mind in a meeting – and this happened to me, too – she may have been portrayed as too emotional. However, when a man did it, it wouldn’t be looked upon that way.”

She continues: “So I feel there’s been more openness to really be who you are at the workplace. And I believe that when people can truly be themselves at work, they are more engaged, satisfied, and effective,” she says, “So that’s an impact I feel I have had in my team.”

Sharing Your Voice and Not Self-Sacrificing

Gutierrez-Orozco is grateful for the mentorship of a previous manager who brought her to Reckitt through a postdoctoral internship, instilled faith in her abilities and encouraged her to share the value of her voice in the room.

“I will never forget what he told me: ‘People are wanting to hear from you. You have so much to share, so make sure you’re speaking up,’” she recalls. “I often remember that phrase and though I don’t like to be the center of attention, I remind myself I should just speak up, anyway.”

Reflecting on her past, Gutierrez-Orozco would challenge her younger self on the notion that in order to advance in her career, she had to sacrifice important parts of her life, like spending four years away from her wife and daughters and driving ten hours in a weekly commute between cities. Now, she realizes that, even then, she had a choice. It’s about retaining perspective on what’s most important.

“In my team, we’re all scientists and we want to get things done and we want them to be perfect, so we give our best and go above and beyond,” she says. “But I always like to remind my team that the job is important, but so are your health and family. While there are times when you may have to work extra hours to meet your objectives, doing so is never sustainable in the long run.”

You Have More Options Than You Think

Gutierrez-Orozco has learned over the years that part of her success also results from choosing and investing time in hobbies that provide stimulation and relaxation. She lives with a family of runners, and she prioritizes time that allows her to participate in that activity with her wife and daughters. In the last two years, she’s also begun woodworking, and she’s already made a few pieces of furniture.

This same mentality of being aware and having choice applies to career paths. Her daughter Toby is graduating from high school this summer and plans to pursue a biochemistry degree in college, and her daughter Sasha will graduate from college next year with a degree in dental hygiene. “It is great to see their love for science. The beauty of science is that there are so many routes you can go,” she says.

Gutierrez-Orozco emphasizes to her own daughters, and to any young women interested in science, “that you don’t have to choose the whole PhD route. If you begin in science, there are so many options you will have on how to apply that, so don’t feel like you must have everything figured out from the start.”

As she’s learned, there is always more than one choice in any situation – if you only free yourself to make it.

By Aimee Hansen 

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Amber Hairston: Agency Underwriter, PGIM Real Estate

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Amber Hairston“For this moment, while employers are asking you to bring yourself to work, do it. Do it now. Do it today,” says Amber Hairston. “The hope is that this is a movement, not a moment. But time is of the essence, so do it. It will pay dividends.”

In honor of National Coming Out Day on October 11th, we share Hairston’s experience on freeing yourself into authenticity. 

Seeing the Hurdles Before They Come

Graduating during the global financial crisis and determined to exit the social confines of her rural Virginia hometown, Hairston took a position in marketing and communications. But “in typical Millennial fashion,” she made a network connection on Twitter who saw her as suited to commercial real estate finance and directed her towards an opportunity. In 2015, she then moved to PGIM, where she ascended across four positions within six years.

“I was redirected to the path that was intended for me,” reflects Hairston, who had planned to study business before diverting towards communications. “I think of myself now as a different kind of storyteller.”

As an underwriter, Hairston pitches deals to loan approvers after careful assessment of a property, who’s operating it, the market, and other financial risks. Attributing her work ethic to her parents, Hairston prides herself on attention to detail: “I’m very thoughtful in assessing what the hurdles are. I don’t always like to call them ‘risks’ necessarily. I call them ‘hurdles’—these are the hurdles, and this is how we can and will clear them.”

The volatility in the domestic and global economy, and the impact on the real estate investment marketplace, has definitely provided challenges to step into—and Hairston finds that exhilarating. While she won’t speak the most in a meeting room, when she does, she has reflected and has something powerful to say.

Time management and foresight have been her boons. “There’s nothing that I haven’t thought about when I’m underwriting a deal. There’s nothing that I encounter that I haven’t at least entertained as a possible hurdle. I’m never caught flat-footed or surprised.”

“Dropping the Weight Vest” To Rise in Authenticity

Reflecting on her desire to stretch beyond home as a teenager, she says, “It was a very black and white space in a literal and figurative sense. There wasn’t a lot of space for a queer woman of color in the town that I came from, and I knew that I could not grow in the ways that I needed to grow in that environment,” says Hairston. “D.C. just made a lot more sense, and it was my dream city in the United States.”

But while having left the confines of her small town, Hairston in some ways brought the burden of constraints within her to D.C.—until the pandemic.

“I kept the queer part of myself under wraps for so long. I tried to be something else and it was exhausting. And it’s not because of PGIM – this is the box that I grew up in, a limited view of what a woman can and should be, what they should look like,” says Hairston. “But the pandemic changed everything. We were at home and there was nobody to see me. There was only the work. It felt like I had been walking around with a ‘weight vest’ for years.”

Hairston recalls a moment when she was overwhelmed with work while colleagues were away and she needed all of herself: “I think that was the moment that everything changed because I didn’t have a choice. I had to take off the vest at that moment to power through.”

She continues, “Then as we started to return to the office in late 2021, I just told myself I wasn’t putting it back on. I decided I was done with it.”

“In a virtual setting and with all the focus on diversity, equity and inclusion, I was ready to bring the breadth and depth to my experience to bear as a queer woman of color.”

That choice has impacted her relationships across the organization and the industry: “My relationships wouldn’t be as meaningful personally or impactful professionally had I not brought everything to the table.”

And it’s impacted her performance and visibility: “I’ve never been a stronger performer. I draw so much power from all the things that make me different. I used to view it as a disadvantage, but it’s so essential to how I’m able to show up, how effective and efficient I am, and the impact that I’m able to make. I draw from everything, and to have not done that for so many years was a detriment to my performance.”

Reflecting overall, she says, “It sounds sad this box that I, in part, put myself into, the unnecessary weight that I carried for so long, but the upside is maybe I can run faster and jump higher than I ever thought I could.”

Evolving Her Work Relationships From Within

As Hairston has become more comfortable in taking up space in a way that is authentic to herself, she’s feels she’s allowed others to do the same.

“Historically, I’ve been really hard on people. I could be pretty demanding and have really high expectations,” reflects Hairston. “I’m not sure that’s changed, but with the pandemic and everything, the way that I approach it has changed. I’ve had to take it easier on myself and that’s translated to other people.“

Reflecting deeper, she shares, “My harshness was a reflection of how I was talking to myself. Now that I’ve reined in my own self talk, I’m more patient, compassionate and thoughtful in how I get the best out of others, because that’s ultimately what I want.”

Empowering Others Beyond Yourself

Hairston feels blessed by an abundance of mentors and sponsors who had her best interests at heart, even when it meant losing her: “I think a lot of people see those who support them, whether consciously or unconsciously, as tools for their own growth and advancement and production. But there have been many people, at many turns, who let me go even when it was going to make things uncomfortable for them. They wanted to see me rise.”

She wishes to take that with her, “There are people in this organization, and across the industry, who have altered the trajectory of my career by presenting me with an opportunity or a challenge. That’s the type of impact that I want to have,” she says.

“Part of the responsibility of leadership, whether you’re the CEO or have one direct report, is to develop people and I hope I never lose sight of that.” It’s also important to her to be a steady presence that others can call on when they need anything.

Hairston is inspired by leaders who embody vulnerability and transparency. “They have the confidence to give you the latitude for mistakes and really allow you to grow,” she says. That latitude has looked like saying her name in rooms she can’t be in and risking putting their name behind hers while advancing her into new challenges.

She traveled broadly before the pandemic – from Costa Rica, Dubai, and Cape Town to London and Zurich. While more grounded during recent times, she’s explored cultures through food and suspects she’s read about 35 books in the last year and a half.

A sci-fi fantasy and Harry Potter fan, she enjoys V.E. Schwab and sometimes reads young adult fiction to appreciate the diversity of representation that was absent when she was growing up. Though never a “dog person,” she was lovingly coerced into puppy parenting. She and her partner have a seven-month-old Bichon Frise named Artemis.

By Aimee Hansen

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Beyond Pride Month: LGBTQ+ Inclusion Is About Every Single Day

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LGBTQ+ InclusionLGBTQ+ is a form of invisible diversity that is both growing and significantly changing, especially among younger generations. Yet, many LGBTQ+ employees continue to report a lack of real inclusion and safety in the workplace.

During Pride Month, let’s remember why valuing LGBTQ+ employees is not just about a month of celebration, adapted logos and rainbow flags – but about a deep commitment to building LGBTQ+ inclusive and safe workplaces that allow all individuals to contribute and thrive every single day.

Underrepresentation for LGBTQ+ From Entry to Leadership

According to Gallup in 2021, 7.1% of the U.S. identifies as LGBTQ+ (doubling since 2012) and 21% of Gen Z do (twice the proportion of millennials). LGBTQ+ identification is increasing across major racial and ethnic groups – giving rise to more diverse, intersectional identities.

Yet under-representation in the workplace for LGBTQ+ groups begins at entry level. McKinsey found that LGBTQ+ women are underrepresented by more than half, even at entry level. Meanwhile at the top, only .5% of the board seats in the Fortune 500 are held by openly LGBTQ+ directors and only a few Fortune 500 CEOs are openly gay, including one woman. One transgender woman leads a Fortune 1000 company. The lack of visible LGBTQ+ executive leadership limits visible role models for younger talent.

LGBTQ+ men (80%) are more likely to be out than LGBTQ+ women (58%). Senior LGBTQ+ leaders (80%) are more out than junior employees (32%), even though their peers are more accepting and demand inclusivity in the workplace.

Globally, the World Economic Forum is advocating for LGBTQ+ visibilty: more LGBTQ+ representation in business and media that tells more diverse and inclusive stories of LGBTQ+ individuals, to advance both equality and acceptance. LGBTQ+ community members report feeling least authentically represented in media depictions. And while 63% of non-LGBTQ+ people perceive the “community” as one collective group with similar needs, the reality of a changing LGBTQ+ culture has never been further away.

While LGBTQ+ acceptance has grown globally since 1981, an unprecedented number of anti-LGBTQ+ bills are proposed in U.S. state legislatures, 71 countries still criminalize consensual same-sex sexual activity, 15 countries criminalize the gender identity and/or expression of transgender people and 11 countries deem consensual same-sex relations punishable by death.

LGBTQ+ Experiences In the Workplace

A LinkedIn survey of LBGTQ professionals found 24% were not open about their identity at work and 26% feared they’d be treated differently by coworkers, echoing McKinsey’s findings that one in four LGBTQ+ employees are not out at work.

McKinsey research found that half of out LGBTQ+ individuals have to come out at least once a week: especially challenging for women, junior employees, and people outside Europe and North America. BCG found 40% of U.S. LGBTQ employees are closeted at work and that 75% have experienced negative day-to-day workplace interactions related to their identity.

Yet being out has helped many to access more of their potential. According to LinkedIn, LGBTQ+ individuals report being open at work helps them connect with others for support and build better relationships. According to McKinsey, individuals experience greater well-being and are more able to focus on work. Those who are out are far less likely to plan to leave their current employer. But in absence of strong cultures of inclusion, many are deterred or facing headwinds.

According to CIPD research on LGBTQ+ inclusion, LGB+ employees (40%) and trans employees (55%) experience more workplace conflict and harassment than heterosexual employees (29%) and feel less psychological safety. LinkedIn found 31% reported facing discrimination or microaggressions at work.

Williams Institute at UCLA School of Law also found that nearly half (46%) of LGBT workers have experienced unfair treatment at work, such as harassment, dismissal or hiring discrimination based on their LGBT status. Nearly one-fourth have experienced discrimination when applying for jobs, and even more so for transgender workers.

67% of LGBT workers have heard slurs, jokes and negative comments about LGBT people. Half are not out to their supervisors. While 40% of LGBT cis-gender employees are likely to adopt behaviors to “cover,” nearly 60% of transgender employees are. Trans individuals are twice as likely to hear sexist jokes about people of their gender, three times more likely to feel they can’t talk about life outside of work, and think more often about leaving.

When it comes to advancing, McKinsey reports that many LGBTQ+ employees believe they have to outperform non-LGBTQ+ colleagues to gain recognition and 40% of LGBTQ+ women feel they need to provide extra evidence of their competence. Compared to 2/3 of non-LGBTQ+ employees, only half of LGBTQ+ respondents saw people like themselves in management positions at their organizations. Less than 1 in 4 of have an LGBTQ+ sponsor, even though senior LGBTQ+ leaders are twice as likely as straight and cis-gender peers to credit sponsors for their own career growth.

LGBTQ+ employees earn 90% on every $1 and transgender employees make 32% less per year than their cisgender peers. 1 in 3 LGBTQ+ U.S. employees feel discrimination has impacted their promotion or salary levels.

And a study published in the Journal of Business and Psychology found that leaders with same-sex sexual orientation are perceived to be less effective and receive less follower conformity than heterosexual leaders, regardless of gender presentation or biological gender, especially among male followers (women followers were more supportive). The researchers note that extra care must be taken to ensure same-sex sexual orientation leaders are evaluated fairly in performance reviews.

The Remote Workplace Has Mixed Impacts on LGBTQ+ Inclusion

In a global study, McKinsey found that LGBTQ+ employees in the remote workplace were 1.4 times more likely (twice as likely in Asia) than straight and cis-gender peers to report acute challenges with workload increase and fair performance reviews. They struggled more from a loss of workplace connectivity and belonging. Two of three LGBTQ+ employees reported acute or moderate challenges with mental health. Additionally, a survey of remote workers in tech reported that online harassment and hostility went up for LGBTQ workers during the pandemic.

McKinsey researchers noted: “The allyship found in social and work settings is an important source of belonging among many in the LBGTQ+ community.”

On the other hand, some LGBTQ+ employees found remote work to be a ‘game changer for inclusion.’ With remote work, employees can remain in a place where they have a supportive community and work for an employer in a different location. Some find the remote office reduces the pressure of office interactions and helps avoid appearance-based comments. It also makes it straight-forward to introduce pronouns.

The Cost for Lacking LGBTQ+ Inclusion

It’s been estimated that the US economy could save $9 billion annually if organizations had more effective inclusion policies for LGBTQ+ employees.

A recent argument in Forbes demonstrated that a lack of LGBTQ+ inclusion is costing companies. If an LGBTQ+ employee – either out or closeted – spends even 15 minutes of their day either explaining or evading uncomfortable situations related to their identity, it amounts to 65 hours a year, or over $1500 per LGBTQ+ employee based on median income, to compensate for a workplace that isn’t LGBTQ+ inclusive: which sums to a quarter million for a company with 10,000 employees or $2 billion for U.S. employers, annually.

“Add it all up, and employers are wasting a huge amount of money by not creating spaces where LGBTQ+ folks can bring their whole selves to work, do their jobs and be successful,” writes Michael Bach.

Meanwhile, many studies confirm that when employees are within a genuinely inclusive organizational culture, it benefits individuals, teams, organizations and the bottom line.

LGBTQ+ Inclusion Is a Cultural Commitment

While Pride Month is a celebration that lasts for a month, a LGBTQ+ employee needs to feel included – and protected from homophobia and transphobia – every day, and regardless if they choose to share their identity in the workplace. Because LGBTQ+ individuals are less visible than other underrepresented groups, organizations must go the extra mile.

Inclusion is not performative but about mitigating biases, creating authentic belonging, valuing LGBTQ+ voices and providing equal opportunity to contribute and fulfill potential. When it comes to LGBTQ+ inclusion, dedicated corporations advocate for legislative change and oppose legislative discrimination.

At a DEI commitment level, LGBTQ+ inclusion must be a specific priority and companies must seek to understand how individuals who are LGBTQ+ experience the office differently to other groups. It means visible leadership commitment to inclusion and leadership representation, and activating sponsorship of LGBTQ+ talent.

At an advocacy level, it means leveraging the corporate voice to oppose discriminatory legislation that targets the LGBTQ+ community and even leading the charge as powerful allies on LGBTQ+ rights.

At a policy and processes level, inclusion means making sure policies are LGBTQ+ inclusive such as domestic-partner benefit and trans-inclusive healthcare coverage as well as clear about non-discrimination on gender, gender identity, and sexual orientation regardless of whether employees are “out”; mitigating assumptions and bias in hiring, reviews, pay and promotions; adapting technological interfaces to be inclusive (such as freedom to input chosen names in data fields); providing gender-neutral restrooms; and protecting employees from bullying whether in-office or online.

At the level of everyday cultural interactions, it means cultivating compassion and awareness among employees; using inclusive and gender-neutral language in the workplace; actively encouraging allyship, empowering better allyship and making allyship visible; investing in LGBTQ+ networks and rewarding contributions; setting aside safe spaces for voices to come forth; normalizing the adding of pronouns on LinkedIn and social media profiles; recognizing that identifies are fluent and complex and letting people tell you how they identify on their terms; celebrating LGBTQ+ calendar events and days; and most of all creating a culture of learning, openness and psychological safety.

It’s the organizations and leaders that champion not a month, but a sustained and iterative commitment to LGBTQ+ inclusion, that will make a real difference to LGBTQ+ lives.

By Aimee Hansen

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A Matter of Pride: Words on Embracing Your Difference

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matter of prideAs part of celebrating Pride Month, The Glass Hammer features inspiring and empowering words on embracing wholeness, diversity and celebrating your difference – no matter what it is – from proud leaders from the LGBTQ+ community we have interviewed over the last five years. 

We re-share them in the spirit they inspire you to embrace your own uniqueness and difference, and celebrate those of others.

On finding both magnetism and internal strength in your difference.

“One of the things now running through my veins is the knowing that what makes me connect with people is the ways in which we are similar, what intrigues and draws me to people is the ways in which we are different.”

“I found a different lease on my otherness. I can’t chase everybody’s projection of me, but the more I recognize the uniqueness of my own experience, the more I feel I have to offer.”

Words from: Elena Kim: VP Business Development, TV/OTT at Global Music Rights

On recognizing diversity as a catalyst to growth and adding value.

“Any difference you think you may have is not a shortcoming. It’s always your springboard. You have to embrace that diverse part of you, because it’s only through diversity that we thrive.”

“Bring your difference to the table because that is what really adds value to an organization, to a meeting, to a friendship, to anything. That diverse point of view is what makes everything grow.”

Words From: Valeria Vitola: Managing Director, Anti-Money Laundering Region Head – Latin America (Except Mexico), Citibank

On why being yourself liberates you.

“Even if it did affect my career in some way, I don’t care. I’ll never know. I don’t care, because I feel like being out has made me more productive, more creative, more content than I could have imagined back then.” (on being the first out lesbian on the trading floor)

Words From: Erika Karp: Chief Impact Officer, Pathstone

“You often hear the phrase ‘bring your whole self to work,’ which underscores the concept that authenticity frees up discretionary energy, enabling you to engage more powerfully. For those in the LBGT+ community who are in the closet at work, it’s not simply that they are choosing to leave behind certain discretionary aspects of their lives, but rather they are actively hiding this very elemental aspect of their personhood.”

Words From: Corinne Heyes, HR Director for the Americas at Barclays

On why realizing your full potential requires your authentic self.

“Now this was 20 years ago, and times were different, but I hid who I was. I changed my image, tried to behave and walk differently, and it destroyed my career. I was trying to be someone I wasn’t, and I wasn’t authentic to myself or to the world around me. If I could do it over again, I would have behaved differently, even though it would have dissolved my access to income at the time. Trying to hide who I was made it impossible to be great. I couldn’t be my best without being my full self.” (in her experience as a former professional athlete)

Words From: Natalie Tucker: Head of Strategy & Operations, Radioligand Therapy

On finding a culture where you can thrive in your difference.

“I bring to the table my lived and learned experience as a woman, a lesbian woman, a Hispanic woman. The things that kept me quiet in the room before are the things making me speak the loudest in the Diversity, Equity & Inclusion space.”

“Go somewhere where you can be yourself. I’m very passionate in my delivery and it’s part of my culture. Making sure I’m in an environment where that doesn’t have to be shut off is important. Look for environments that are ready to receive you, because that’s where you’ll be your most productive, innovative, creative and strategic.”

Words from: Noelle Ramirez: Project Manager, Diversity, Equity & Inclusion, PGIM (career update: VP, Morgan Stanley)

On sharing your authentic self as the foundation of trust-building.

“Sharing our personal lives helps us be a more cohesive team. When pressure and deadlines come, you can get through those rough times better when you have established a high level of trust.”

Words From: Terry Albarella, Vice President, Enterprise Architecture, Prudential Financial (career update: Senior Manager, IT Operations, Relativity)

On not boxing yourself out of opportunities based on expectations.

“Diversity is an asset and a valuable contribution to a large organization such as Goldman Sachs. Junior women should not be swayed by misconceptions that the financial services industry is searching for ‘cookie-cutter’ candidates – it’s important to be yourself because everyone brings something new and different to the table.”

Words From: Michelle Nyberg, Vice President, Services Division, Goldman Sachs (career update: Executive Director, General Manager of Corporate & Workplace Solutions + ESG liaison, Goldman Sachs Australia)

On challenging stereotypes and being a visible inspiration to others.

“It can be hard to find your confidence when you’re not being your true self. I often having people saying that I don’t look gay, and for me that’s an invitation to break the barriers down on a daily basis so we can treat everyone as equals.”

Words From: Laura Raymond, Vice President and Business Development Officer, Wells Fargo Commercial Banking

“When you are open and visible about who you are, others who may be struggling can see that and say ‘She’s doing it and seems to be ok, and maybe I will too.’ Even if you never interact with them, you can be a lighthouse that offers that level of comfort…The most important thing you can do is be yourself; in fact you can’t be successful without it.”

Words From: Francesca Harris, Business Development Manager, PwC UK

“You get a different perspective from unusual backgrounds and combinations of influences. It’s eye-opening for so many people and paves the way for them to be themselves.”

“Having a lesbian woman in the highest position changes the perspective on everything, and I appreciate that I can be a role model for women, lesbians and anyone who’s different from the stereotypes people have in their heads.”

Words from: Liesbeth Botha, Strategic Digital Transformation Leader at PwC Africa (career update: Chief Digital Officer, PwC Africa)

On going beyond your difference to rise into allyship for others.

“ln my attempts to make sure I kept my job and kept growing in the way I wanted to, did I do enough speaking out on behalf of others around me? Did I do enough ally work? I think the answer, probably up until recently, is ‘no.’” (on her rising commitment to allyship for others)

Words From: Caroline Samponaro: Head of Transit & Micromobility Policy, Lyft

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Valeria Vitola: Managing Director, Anti-Money Laundering Region Head – Latin America (Except Mexico), Citibank

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Valeria Vitola“Any difference you think you may have is not a shortcoming. It’s always your springboard,” says Valeria Vitola. “You have to embrace that diverse part of you, because it’s only through diversity that we thrive.”

Born and based in Guatemala, Vitola speaks about why you have to dig even deeper to understand any problem, moving from shame to pride from the inside-out and the true value of bringing your difference to any situation.

Making a Societal Impact

Valeria comes from an Italian family who fell in love with the textiles of Guatemala and began a textile factory and textiles related industries in the country. Coming from a history of family-owned business, she never envisioned herself at a multinational company.

Now, twenty-two years have passed since accepting her initial offer and postponing her master’s degree indefinitely for the experiential MBA of Citi. Before working in anti-money laundering/financial crimes prevention, Valeria had witnessed the consequences of corruption in her country and found meaning in work that helps to narrow the inequalities that it helps to create.

“I am from a country where corruption impacts society – contributing to a gap between those who have lots and those who have not even a dollar a day to live, and denying access of vital services such as health, education and safety,” she says. “For me, to be in the frontline, making sure that the financial institution that I work for is not used by criminal organizations to launder money, or move proceeds, really feels like having an impact on society.”

Getting Way Underneath the Problem

Valeria brings unexpected diversity to the table – she’s a woman, she leads Latin America from Guatemala (even though Guatemala is not a major regional hub for Citibank), English is not her first language and she is part of the LGBTQ+ community.

“Being from a diverse environment allows me to see everybody’s perspective from a different angle, with empathy,” says Valeria. “I’m a good listener, so my leadership begins with listening. I’m really interested in understanding not only the job and the problem that people are bringing to the table, but also the whole situation they’re experiencing when they bring the problem.”

This proves especially valuable when conducting financial crimes risk assessment on client prospects and transactions. Her ability to get underneath a situation, and ask the critical questions, is one of the key skills that has supported both her career and her life.

“I like to take complex problems and divide them into simpler ones, and I like to do that very fast. Every single problem, no matter how big, can be dissected, once you understand the root cause,” Valeria says. “But when you think you know the cause, you have to dig deeper and deeper. Once you have the root cause, everything else gets easier. You can find the paths to resolve the problem.”

Speaking to a skill that applies in all areas of life, Valeria likens this analytical skill to what empathy asks of us – when it comes to understanding why a person is feeling or behaving a certain way, and not jumping to a conclusion.

“The brain works in a way that sometimes likes to trick you into into thinking that you already know what the problem is,” she says. “But once you go layer after layer after layer, you identify there’s always something deeper. You usually have to go at least three layers, to make sure you’re addressing the true causes of the problem.”

Valeria also possesses an instinct for accountability: “I’m that person that when I see the ball being thrown, will run, catch the ball and make sure that I don’t drop the ball until it gets delivered to where it needs to be.”

Being a Leader is For Others

Vitola confesses that as an economist, what drew her into her profession was the notion of working all by herself, at a desk, analyzing numbers, with nobody reporting to her.

She stared at Citi as a sole contributor and she says that during her tenure she sought positions where she did not have to manage others. Reluctant to be working with and be responsible for so many others, Vitola remembers what her female boss and mentor, told her: “You have to believe that you are enough and more, and that you need to inspire people – and not for your sake, but for the sake of the people that are below you.” And that is how Valeria now leads a group of around 400 financial crimes professionals in over 18 different countries.

Before she speaks in front of an audience or accepts a role with more exposure and responsibilities, Valeria remembers those words. While working with others can be energy-absorbing and disruptive to an introverted disposition, she has come to understand her mission is not about tasks, but inspiring people to achieve their own whole potential, which is part of why listening has become essential.

180 Degrees From Shame To Pride

Within her family and her work, Valeria never felt held back by being a woman. Being comfortable sharing about her family and personal life as a lesbian, however, has taken longer to relax into.

“Back in the 90’s, I don’t think I knew another lesbian, not only in the financial industry but the whole country, so I felt very insecure about letting people inside of my world,” she says. “Citi is an organization that really embraces and encourages diversity, and how diversity brings different views to the table, so it was never about Citi. It was complicated for me because of fears related to my traditional catholic upbringing, my family, my friends and society in Guatemala. Coming out of the closet has been the most terrifying decision I’ve taken in my career.”

Last year, a photo of her family, including her 17 year old daughter and her ex-wife, appeared on the cover of Citi’s annual diversity report. Vitola says that her daughter, Alessandra, has been her greatest teacher: “She’s shown me the path of openness. She’s never been ashamed of her diverse family and has always introduced me as her mother.”

Valeria now feels that pride is the opposite of shame, and the journey towards becoming who you are also includes leaving behind the isolation of shame, which she too long imposed on herself in the workplace. If she has one regret, it’s that she held back for so long, only to suffer stress and fears around her identity, when in the end, it didn’t matter to any of her colleagues, only to her. If she could go back, she’d bring her whole self from day one and hopes that being more visible now shines a light for others, especially those based in countries where it might be more difficult.

In all ways, she’s now come to see her differences as an asset, and encourages those she mentors to do so, too.

“If you have a room full of people thinking the same way, with the same upbringing and same everything, the solution that you’re going to attain is going to be very limited.” she says, “So, you have to embrace who you are. Bring your difference to the table because that is what really adds value to an organization, to a meeting, to a friendship, to anything. That diverse point of view is what makes everything grow.”

Leading and Doing with Heart

Valeria is inspired by how Jane Fraser, CEO of Citi, leads with empathy, giving everybody a seat on the table, and caring about all stakeholders.

“I love having a leader with heart, more than one that just executes,” says Vitola. “Instead of having a chain, like an army, it feels more like a room with friends and family, where everybody is heard and all opinions are taken into account. But someone is responsible, deciding when we’ve all been heard enough and saying let’s move together now, behind this higher vision.”

During the beginning of the 2020 lockdown, and grounded from the three weeks a month she used to spend traveling, Valeria initiated a spare time challenge with her 400 strong Citi team and family, inviting everyone to share their personal interests, as a way of staying connected. The effort was then replicated in other areas and regions of Citibank.

Akin to her fascination of going deep into the mechanics of a problem, one of her own passions is restoring old and defunct machines – from the original espresso machine to a 1960 Vespa (which she rides on the city streets of Antigua, Guatemala on her weekends) – including sourcing all the technical hard-to-find parts they need to work again. As a girl, she watched her father and grandfather repair machines for the textile factory, often with parts imported from Italy that took weeks just to arrive.

“I have a personal satisfaction in bringing something back to its old shine and glory – to see the inside of a machine and how it works, from the time before electronics,” she says. “It’s a tribute to the ingenuity of the people that designed the machine to bring it back to life.”

Valeria is a scuba divemaster and also loves gardening, because it offers many transferable lessons and helps her stay in the present moment, from planting a seed, to waiting for weeks (with trust) until it germinates, to giving it the space to grow, to cultivating the fruit and making marmalade to share with and gift to friends: “Going from the seed to the product, with love, is like sharing a part of me, of my time, of myself.”

By Aimee Hansen

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Erika Karp: Chief Impact Officer, Pathstone

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Erika Karp“I think that capitalism has the potential to be exceptionally productive. That said, we’ve messed it up. We’ve distorted it, and it has become a system that is extractive and exclusive,” says Erika Karp. “I think that’s really unfortunate. I want to be a part of a system that is regenerative and inclusive, and I still believe capitalism can be.”

Karp speaks to a childhood love for economics, why ESG takes the ideology out of sustainable investment and being the first out lesbian on her firm’s Wall Street trading floor.

From the Lemonade Stand to the Trading Room

Karp knew from when she was a child that she loved and wanted to be involved in trading and economics.

“While we don’t think about it that way, trading is part of human nature. As kids, we set up lemonade stands in our driveways in the suburbs of New York. Well that wasn’t quite interesting enough,” she remembers. “So I set up a stand with all my old toys, trinkets and baubles. It wasn’t so much about the money, but trading. I loved it.”

When Erika’s sister borrowed money from her as children, she’d pay Erika back with a little interest. And Karp recalls her father, a securities lawyer, getting off the phone with a client and saying: “It’s so wonderful when you’re involved in the stock market and on the phone, and on your word, on your honor, you can do important transactions with millions of dollars.”

Karp remembers that it was on your honor. From six years old, she didn’t know what a stockbroker was, but she knew she was going to be one.

Willing that Capitalism Can be Regenerative

Karp lists her personal values as nature and animals, access to water and the ocean, access to education and healthcare. Towards the end of her first 25 years on Wall Street, which culminated in her becoming Director of Global Sector Research at UBS Investment Bank, she was asked to manage the Socially Responsible Investment (SRI) team.

“I learned organically that when you look at the critical environmental and social and governance factors in a company, in an industry, in a sector – you really do get a lot of predictive insight into the long-term investing process,” she notes. “Being able to align my investment discipline and belief in capitalism with my personal values through the discipline of ESG analysis felt amazing.”

“To evolve capitalism towards something that’s more regenerative and more inclusive definitely takes a systems approach. That means understanding complexity, nuance and interrelationships.” As momentum gathered, Karp began to do work on sustainable investing in cooperation with World Economic Forum, UN Global Compact and the Clinton Global Initiative.

“As I got more involved, I felt a greater sense of purpose and urgency. So I founded Cornerstone Capital Group, which [was] a purpose-built research-driven impact investment advisor,” she notes. After bringing the business to $1.2 billion in assets under management, she took the plunge to merge her impact-focused firm with Pathstone, an independent registered investment advisory firm focused on families, family offices and institutions. It was a symbiotic merger, with Pathstone having a long-standing background in ESG analysis and a strong interest in expanding its impact orientation.

Taking the Ideology Out of ESG

“Years ago, I remember thinking even the word ‘responsible’ implies ideology, it implies right and wrong,” reflects Karp. “So the world of SRI was ideological, political, divisive and tree-hugging, and it just wasn’t adopted as real investing.”

“To some degree, I was subversive. I came to believe that over the long run, ESG factors are fundamentally important to get more predictive insight in the investment process,” she says. “So I was more pragmatic. I didn’t use words like ‘responsible’ or ‘sustainability’ or barely even ‘climate change’. I would talk ‘energy efficiency’ and ‘reputational risk” and ‘political risk’. I knew it was about sustainability in the back of my mind, but I talked about fundamental things to the industry, because I really believe it’s about investment outcomes.”

“Unlike SRI, on the ESG front, we can analyze factors objectively,” says Karp. “Whether or not this touches my values, does it touch a company’s revenues and costs and risk? It’s beyond being ideological now. It’s about investment.”

Karp was invited to join the Sustainability Accounting Standards Board (SASB), an opportunity to create infrastructure in defining ESG criteria that matters to any given industry or company and offering standards for what to disclose based on material economic and profit outcomes.

“More and more people now understand ESG as an analytical discipline, so that’s great progress,” says Karp. She notes that myth-busting still is an active part of her work – for example busting the myth that ESG factors reduce returns when the research shows not only that this is incorrect, but that integrating ESG factors can potentially increase returns over the long term.

Karp points out the risk of ESG analysis becoming more popular is that it is done flippantly, rather than at a high quality level with skilled managers. She feels ESG practices will evolve with standard disclosure, and technology will become more skilled in discerning the signal from the noise in the data when it comes to informing investment impact and outcomes.

“ESG analysis is a discipline within finance that is the future of finance,” says Karp. “One day, all the different phrases – SRI and impact and values-based and double bottom line, we won’t use them. It’s just investing.”

Being A Leader, Not A Manager

“I would rather be a leader than manager. To be a good leader, you really do have to have a vision, a mission. I want people to feel inspired to get on board with what we’re doing and feel purpose and connection,” says Karp. “Management is structural and systems and measures and accountability are critical. But I don’t love management as much as I love leadership.”

As a lover of learning, Karp also feels she learns most when also teaching. With her wife being a clinical psychologist, she jokes she is clearly not afraid to be analyzed.

“Every leader has flaws. I think I am mostly able to hear about the things that I can do better. I want to evolve, teach and coach,” says Karp. “If I’m not listening or open to input as to how I can be better, that’s not facilitating what I want to do.”

“We have financial capital, human capital and natural capital, which is priceless. The intersectionality of these three forms of capital has to be valued,” she says, when she speaks to her leadership vision. “All need to be respected and they need to become regenerative as opposed to being destroyed or shifted around.”

“We know the value of financial capital – many trillions of dollars,” says Karp. “Could someone tell me the value of the last drop of water? That’s worth more than all the financial capital in existence. That’s how I think of things.”

Being The First Out Lesbian on The Trading Floor

“As a woman, to succeed, you can’t just be good. You have to be great,” says Karp. “I was experienced differently than many of the guys around me. So if I am assertive and articulate, I might have been perceived as pushy or aggressive. It’s hard work to gain respect and credibility while balancing not wanting to be seen as aggressive.”

Karp notes that as a woman, and being potentially more risk-averse, she has found herself and other women to often be more supported in their arguments: “In a conference room full of men, I may not be the first to speak,” she says, “but when I do, I have something to say that affects the thinking of the people in the room.”

“When it comes to being gay, that’s more challenging. While my clients or colleagues are processing ‘she’s gay’, are they also hearing what I’m saying? This is the case with any difference,” says Karp. “Whereas we now know difference has to be embraced, because it’s awesome.”

For the initial years of her career, Karp had been married to a man and was mostly closeted. Even after telling a close colleague, it took her years to come out, and she even recalls jumping out of her first Pride Parade in New York for the couple blocks around where it passed by her office building and jumping back in afterwards.

But after making director, and meeting her future wife, she came out 24 years ago. She did not experience the backlash she feared, and she says even if she had, she would not have cared.

“Even if it did affect my career in some way, I don’t care. I’ll never know. I don’t care, because I feel like being out has made me more productive, more creative, more content than I could have imagined back then,” says Karp. “But it was hard — I was the first out lesbian on a Wall Street trading floor.”

Karp found her firm to be receptive and open to learning, and she made a point of being purposely out and transparent to make it easier for those to come. She introduced a lounge for breastfeeding when she had her babies. Repeatedly, she went to HR at UBS with the questions that had never been asked: about covering costs related to becoming pregnant, about taking leave of absence when her wife carried the baby, about applying the financial assistance with the adoption process for her own children.

“Each time, they came back with a yes,” she says. “There are a lot of benefits we have now that are relatively standard at big investment banks, we didn’t have back then.”

Karp and Sari Kessler have had three marriages. Their first “illegal” wedding was 22 years ago in The BoatHouse in Central Park with their rabbi, friends and family. The second was on the first day that City Hall in Manhattan was giving out marriage licenses for same sex couples, also with her rabbi and this time, with their three daughters present (who are now 19, 16 and 13 years old). The third time was when federal marriage equality rights were granted.

Doing What She Is Meant For

“I know that I’m doing what I ought to be doing, and I know that I’m doing it in an important and honorable way,” says Karp.

She loves nature and water and says margaritas by the ocean with her family would be her happy place. She loves hiking, movies, playing cards and watching her daughters grow up, if far too quickly.

By: Aimee Hansen

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5 Ways To Become a Better LGBTQ+ Ally

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LGBTQ+ allyBeing an LGBTQ+ ally is being an advocate for, and active participant in, building cultural inclusion.

According to Fast Company, “Allyship refers to everyday acts which challenge behavioral norms and support members of marginalized groups through an awareness of the issues being faced by others.”

A team of professors in Harvard Business Review view “allyship” as: “a strategic mechanism used by individuals to become collaborators, accomplices, and coconspirators who fight injustice and promote equity in the workplace through supportive personal relationships and public acts of sponsorship and advocacy. Allies endeavor to drive systemic improvements to workplace policies, practices, and culture.”

Here are five ways to be an accomplice in creating cultural inclusion:

1. Cultivate Awareness and Empathy.

A lot of advice for being a better ally focuses on self-education. But what is the objective of that? Cultivating awareness and empathy.

A prerequisite of support is cultivating awareness of realities and painful disadvantages that you do not have direct experience of: becoming aware of the bias and discrimination and understanding why it causes harm. The absence of having to experience that reality is what we call ‘privilege’.

Allyship requires a willingness to open your eyes and place yourself in another’s shoes as they tell you how that experience exists for them through their eyes.

In their March 2020 survey of 2,000 LGBTQ+ employees and 2,000 straight employees, in partnership with NYC LGBT Community Center, Boston Consulting Group (BCG) found an interesting insight.

Natural allyship is on the rise, because the separation between young LGBTQ people and their straight peers is more narrow. Compared to their older counterparts, straight employees under 35 are 1.6 times more likely to know LGBTQ colleagues, 3.6 times more likely to join ally programs and 3 times more likely to find value in colleagues being ‘out’.

The younger the employee group, the greater the awareness of discrimination. For example, only one-fourth of straight 55-64 year olds witnessed any discrimination in the past year, compared to 57% of their LGBTQ+ peers. But 85% of straight 18-24 year olds witnessed it, much closer to the 91% of LGBTQ+ who also did.

That change reflects a much smaller gap and increased sensitivity in the ability to see certain behaviors as harmful to certain groups, even if you do not belong to the group.

By expanding your exposure to the stories of others, whether through personal connection, documentaries, books or following LGBTQ+ leaders and media, you increase your awareness of the nuances of discrimination and build empathy. Start here: Are you aware of the common microaggressions that LGBTQ+ people experience?

2. Recognize Identity As Personally Defined and Fluid.

As theglasshammer covered recently, social identity is increasingly becoming more personal, intersectional, fluid and multiple. But more than anything, identity is increasingly self-identified. The myriad range of LGBTQ+ experiences are far from universal.

It’s important to realize that language matters, and not make assumptions about the identity or orientation of another person or about what that belonging means for them.

By allowing others to tell you about themselves through their voice, rather than make assumptions, you remain curious and allow others to find their authenticity. An inside-out connection that begins with the internal connection with self, and interacting with others and the world from the space of that inner truthfulness, is the basis of authenticity.

Being conscious of your own language helps to avoid making assumptions, such as using gender-neutral terms like ‘partner’. Honoring a person’s self-identity includes observing the personal pronouns that people choose for themselves and normalizing that choice.

Certain short-cut assumptions are well-conditioned in our brains, so it takes effort to not make those automatic leaps. But when it comes to another person’s life, it’s far more connective to show up by listening to them before you assert assumptions about who they are.

3. Embrace The Growth in Discomfort.

“Allyship is not knowing it all and never making mistakes. That’s impossible,” writes Freddy McConnell, host of Pride & Joy BBC podcast. “It’s putting in the effort and not expecting trophies.”

Allyship requires vulnerability, because you’re going to be clumsy at times. As McConnell writes: “When my friend came out to me as nonbinary, I practised their pronouns in private. Being trans does not imbue me with a special gift for unlearning familiar speech patterns.”

It’s not about getting it right or wrong, but about being open to learning. Before we challenge any unconscious bias, stereotypes or assumptions in the culture around us, we often foremost come to confront the existence of them within ourselves, even as part of the LGBTQ+ community.

Often the roots of rejection (of others and self-rejection) are shame-based beliefs and conditioning. Evolving involves unlearning that cultural conditioning, including the habit to shame ourselves if we get it wrong.

A willingness to be wrong, admit when you’re wrong, own your mistake and be receptive to guidance is what is valuable to a growth mindset and to keeping the focus on your intention of better allyship.

“Allyship is actually more about the mistakes than the things that you do right,” says human rights advocate Maybe Burke, who conducts allyship training on behalf of the Transgender Training Institute. “It’s about how you deal with those mistakes and move forward.”

4. Treat Ally as a Verb.

As suggested in a University College London (UCL) blog: “Think of ‘ally’ as an action rather than a label.” Being an ally is not about whether you consider yourself as an ally, but how you show up in support consistently.

In their research, BCG found that only 34% of straight employees always intervene when they see an encounter. As written in HBR: “When you witness discrimination, don’t approach the victim later to offer sympathy. Give him or her your support in the moment.”

Remaining silent is a comfortable form of passive collusion—it assures that heteronormative assumptions and microaggressions remain invisible, insidious and unchallenged within the fabric of an organizational culture, and puts the emotional burden on LGBTQ+ people to be the only ones calling out these behaviors. It also makes it more vulnerable for them to do so.

Are you willing to speak up when you hear something that feels wrong or discriminatory or does not sit well, inside of your heart? And will you be that voice in the room, even when the LGBTQ+ person may not be in it? Are you being an ally (verbing it) in the moment it’s called for?

5. Uplift LGBTQ+ Voices.

Ultimately, allyship embraces an interdependent lens: a culture is not really working for anybody if it’s not welcoming and nutritive for everybody. An organizational culture needs to be a win-win for all employees on all levels to be maximally effective.

That’s why performative allyship is dangerous—it comes from a place of ego protection, does not integrate win-win and keeps the focus on the appearance of allyship (the guise of doing good) rather than fundamentally being aligned to real organizational change for everyone’s good.

Performative allyship fears losing its position or does not really embrace the point.

Speaking up as an ally is not about speaking over, but raising everyone’s voice. Be willing to ask how you can support your LGBTQ+ colleagues in the way that is most meaningful for them.

While your voice will be needed as an ally, your success will be evidenced in the greater space for marginalized LGBTQ+ voices at the center, not the edges, of the organizational conversation—down to the small and casual daily interactions that form relationships and culture.

(If you are a leader who wants to develop your skills as an inclusive leader to leverage diversity and truly understand the topic as a strategic capability, work with Nicki Gilmour on this topic as she coaches male and female leaders and managers who are growing their skills and evolving their behaviors to lead the current and future top talent of their firms. For an exploratory call, please book a session here.)

By Aimee Hansen

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Caroline Samponaro: Head of Transit & Micromobility Policy, Lyft

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Caroline Sampanaro“One thing I learned through my community organizing training with Midwest Academy is this idea of leadership: that giving power away is how you grow a powerful movement,” says Caroline Samponaro. “I focus on imparting that message to those I manage: how are we giving away power to build a strength of team and community that can be that much more successful?”

Samponaro speaks to how social issues led her to transport and the journey to feeling confident in her voice.

Social Issues Led Her to Transit

An epic bike ride through Japan is what first set Samponaro, an anthropology major at Colombia University at the time, on the unexpected trajectory of working in transportation.

While writing a thesis on the topic of bike activism, she then began to ride around New York City. She discovered an intriguing intersection between social issues and transport. While working as a paralegal, she started to participate in monthly Critical Mass bike rides on Fridays, an action to create safety in numbers for cyclists by reclaiming the streets.

After challenging an arrest while on a bicycle, she co-founded a group, with other law students and lawyers, called The FreeWheels Bicycle Defense Fund, that raised funds and provided legal support to help cyclists challenge their charges.

“I didn’t come into transportation from a planning or policy perspective initially,” says Samponaro. “I was intrigued about the way that it was an intersection point into cities and government and social issues.”

Though she gained entry into law school, she instead began in a working in transportation in a non-for-profit and never looked back. After twelve years at Transportation Alternatives across various advocacy roles, feeling her impact was limited in scale, she decided to move to the private sector with Lyft as the company expanded its scope to include micromobility.

Affecting Inclusion through Transport

Transportation is a pervasive industry because it touches most people on a daily basis, and Samponaro’s work is disrupting the norms we take for granted that weren’t always norms.

“In the U.S., we’ve spent more than a century building the private automobile into everyday life,” notes Samponaro. “There are New York Times articles from the introduction of the automobile era which reflect the public’s uproar over the invasion of these automobiles onto the streets, which traditionally had been used as gathering places, stickball locations, parks, food markets and all the things.”

“We also heavily subsidize single-occupancy vehicle trips to mask the massive toll this form of transportation takes on society – free parking, cheap gas, roads designed entirely for vehicular traffic. It’s not surprising that roughly 77% of Americans drive alone in their car to work. As we face big challenges like climate change, housing, and equitable access to transportation options, removing the single occupancy vehicle from day to day life is part of getting at the root of the problem,” she says. “Lyft as a company is challenging the premise of the single occupancy vehicle through rideshare, our large-scale bikeshare programs and the ways that we provide our customers with trip planning to integrate transit into a daily commute.”

Samponaro’s line of work in micromobility is focused on creating a network of shared bicycles and scooters that functions like a public transportation system. Though bike activism originally drew her into urban biking, she feels her work is helping to remove the identity politics from riding a bike, while overcoming some of the disadvantages of not owning a car.

“At the end of the day, if we’re trying to transform the way people get around, and make it more equitable and safe, it’s important that when people choose to get on a bike to go to work, they’re not making an identity decision,” she notes. “They’re making a practical one, with a tool that is available, easy and affordable.”

Bringing A More Diverse Human Element to Transit

“In the context of biking and micromobility, often the market is orientating itself towards the perspective of a young white male,” Samponaro observes. “I’ve tried to find opportunities, whether through my own perspective or bringing in the perspective of other women, to make sure we’re inserting a broader view into how we plan our programs and welcome people to our systems.”

For example, street designs generally make the thought of shifting to a bicycle both scary and implausible: “You have to be daring, and you shouldn’t have to be thinking about whether you’re risking your life in your transportation choice. That’s not logical, so I think that impacting the systems around people’s choices become the ways you ensure equity and access.”

“It’s important that there are engineers building models and algorithms to make non-driving easier and more attainable,” notes Samponaro. “I’m most excited about my work when I’m bringing the human dimension to that essential product development. Given how much this area impacts the lives of people, having a people-centric perspective on the work of transportation has been an asset that I can bring and that I find great satisfaction in.”

A Culture of Belonging

“Growing up, I just passed as someone that people assumed was straight. So I struggled mostly in the context of work with a feeling of being closeted, unless I chose not to be,” says Samponaro. “Always coming out over and over again has its own challenges.”

Working in a highly male-dominated industry, she has often been the only woman or one of few women at the table. As a married lesbian mother of 4.5 year old twins, the years have brought internal and contextual changes that have helped her feel confident in embodying her own voice.

“Getting to a place of success and building my career trajectory involved feeling bad about myself at times and being slightly insecure that it wasn’t going to go my way, whether it was the raise or the promotion,” she notes. “If I spoke too loudly in the meeting, was I going to be called out for being rude, as opposed to be appreciated for being assertive? As I became more senior, the biggest feedback I received was that I was not being considerate enough in my tone, the kind of feedback that I feel men don’t receive. So the context of being queer just layered on top of those feelings of insecurity and asking if I belonged.”

Samponaro notes that achieving successes is different than having an inherent feeling of ease and belonging: “The overwhelming sense I used to have was as hard as I was trying and as good as I was doing,” she recalls, “I wasn’t going to get asked to that drink or get added to that bike ride or get included.”

Samponaro accredits much of the belonging and encouragement she now feels to being in an environment where there is a dedicated emphasis on building an equitable company culture.

“I have personally grown to a place where I could feel belonging, but then Lyft is just a wonderful place to work in terms of the emphasis it places on creating affinity groups, recognizing people’s differences, celebrating them and creating opportunities for that to be happening all the time,” she observes. “There’s so much structure built around ensuring that the company is doing equitability, right. The intentionality is key.“

Now that she feels more confident in her voice, Samponaro seeks to become the ally that she realizes she may not have dared to be: “ln my attempts to make sure I kept my job and kept growing in the way I wanted to, did I do enough speaking out on behalf of others around me? Did I do enough ally work? I think the answer, probably up until recently, is ‘no.’”

Samponaro is recognized by those who mentor her for her focus and determination to create change through the work she does. She has learned to embrace her sensitivity and capacity for empathy, though at times challenging, as an asset which has enabled her to truly impact the communities she serves.

By Aimee Hansen

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OP-Ed: It’s Never Too Late To Be Your Whole Self

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whole selfWhat can companies and their leaders do to empower each employee to be their whole self? Lori McEvoy, Managing Director and Global Head of Distribution at Jennison Associates, shares what she’s learned over a 30-year career in asset management.

When I started my career in the late 1980s, I could not reveal I was gay (now recognized as lesbian). I knew there were others like me, but they were all closeted, especially some very experienced professionals. My uncle and his long-time companion were gay and, as senior leaders of a major insurance company, they were closeted. They knew they could be legitimately fired for their sexual orientation. They brought women to social and corporate events, lived at separate addresses, and never publicly acknowledged their life together. It was a time when few gay people were open. Even today, just 2% of baby boomers self-identify as LGBT, compared to 16% for Generation Z. When your livelihood and reputation are at stake, you do not say certain things, you stay private and keep your personal life separate from the corporate environment.

That was the example I witnessed growing up. Sexuality was never discussed in my household, and my father was unable to say the obvious truth that his oldest brother was gay. I knew how painful it would be for his daughter to admit the same thing, so I hid my identity from my family for many years. Rather, I believed my personal contributions, scholastic and athletic achievements, and career, would determine my worth. I wanted others to recognize my work ethic and production, not my orientation—especially back then.

Integrating personal and work lives

I met Kathi in 1988 and she quickly became my partner in life. I’m so grateful for our relationship and I’m not sure where I would be without her by my side. We have been a family for more than 30 years. I tell her all the time—borrowing one of the best lines from Jerry Maguire—“You complete me.” We share the same values—we both put family first and share the same foundation of hard work, honest communication, dedication and faith, and we do whatever it takes for us to continue to be close.

It was not easy to come out about our relationship. Both of our families were not accepting, and the last thing we ever wanted was for them to be ashamed of us. We both had attended Catholic grammar school, high school and college. Our inability to reconcile our commitment to each other and our faith with our religious upbringing was devastating.

At work, I was private about my relationship with Kathi. Putting up her picture in my office, which no one else would think twice about, felt like a big deal. Instead, I displayed pictures of my immediate family. If my colleagues knew about my private life, they never spoke about it. Business events typically allowed spouses, and sometimes Kathi would attend with me as a “friend”.

Thankfully, mainstream culture became more open and accepting of the LGBTQ+ community. When Ellen DeGeneres came out on her TV show and subsequently appeared on the cover of Time with the headline, “Yep, I’m Gay,” in 1997, it was a pivotal moment. In 2011, same-sex marriage was legalized in New York. When Kathi and I officially got married in Manhattan, my coworkers held a wedding shower for us.

One event stood out to me as a sign of how the environment was changing—an exchange between my 4-year-old niece (now aged 20) and her pediatrician. The pediatrician asked her what she was doing for the weekend and my niece answered that she was going to her Aunt Lori and Aunt Kathi’s lake house. The pediatrician asked for clarification, “Is it Aunt Lori or Aunt Kathi’s house?” My niece put her hand on her hip and exclaimed: “Girls can get married too, you know!” That was a huge moment for me. A 4 year-old was observant enough to know that Kathi and I were a family. In her mind, we were just another couple.

Today, even though the world has evolved, I still get the standard question at an industry or community event, “What does your husband do?” I just throw it out there, “My wife is CEO of our family and is also a Bikram yoga instructor!”

The importance of leadership by example

Leaders are essential to creating and maintaining a culture in which everyone feels welcome. I think they must lead by example. After I joined Jennison Associates in 2017, Jennison’s CEO Jeff Becker and I had dinner. He began asking me about Kathi. Wow, I thought, he and my wife have so much in common! They are both die-hard NHL hockey fans, having played the sport, and both love boating and waterskiing. I recognized that Jeff and I also had much in common—we spoke easily about family, our upbringing, and caring for our elderly parents. It immediately occurred to me: I’m with the right firm—I can bring my authentic self to work.

I believe diversity, equity and inclusion should embrace all parts of the individual. During a recent firm-wide conversation about mental health, several senior leaders publicly shared how mental health issues have impacted their families. It was incredibly powerful and moving. It also reminded me that everyone’s life has challenges, whether a person seems to be doing well or is just going about their business. You just don’t know. We owe it to our colleagues to check in—especially while we are working remotely. I feel strongly that a firm’s culture should allow us all to be more open.

The benefits of diversity and being true to oneself

And that, to me, is diversity. We all have different perspectives. When those perspectives can come together, they deliver a better outcome for everyone. The world has changed dramatically over the past 50 years, and we need to be open to new ways of thinking for the future. Ultimately, there is room for all of us, and no one should be rejected for offering their time, ideas or knowledge to change things for the better.

I’ve had a real opportunity to lean in and contribute. I am very proud of my participation in Jennison’s newly formed Inclusion Council, where I serve as executive sponsor, and my work with our parent, PGIM, on the Women’s Advisory Council and the recently formed LGBTQ+ Think Tank.

I can only say to young people starting out: Just recognize the importance of being true. Don’t try to be someone you’re not. There will be many opportunities in your career—make sure the one you select aligns with your interests and values. I have had a passion for this business since I joined it three decades ago. Today, I’m sometimes asked when I plan to retire. I answer—I’m only 57! I’m not stepping away anytime soon, especially now that I am being my whole self.

By Lori McEvoy, Managing Director – Global Head of Distribution, Jennison Associates

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