Each week during Training Camp, we’re lucky enough to be joined by world class trainers and speakers. Earlier this month, we hosted Courtney Emerson, Co-Founder and COO of All In Together, a “non-partisan, collaboration-driven campaign to empower women with the tools they need to drive meaningful change.” In her guest post below, Courtney expands on her Training Camp presentation, outlining ways to foster an inclusive company culture, as well as her own personal strategies for navigating the entrepreneurship world.
In May, Liz Dolan, CMO of Fox International Channels, resigned from Quiksilver Inc.’s board. Her departure made waves — it meant that the board’s gender diversity went from low to nonexistent (Dolan was the only woman on the board). Her reason for resigning? The unconscious bias she faced from the board’s other members.
Her resignation serves as a reminder to all of us that we need to remember what diversity really means — and why it matters. Yes, there are many positive benefits associated with gender and racial diversity in leadership: research shows that when you have more diversity in leadership, companies see increased sales revenue and profits, and more customers. But inclusion — the lack of which caused Dolan to resign — is equally critical. In Dolan’s own words: “What I learned is that even when a woman earns a seat at the table, the men can put you in a soundproof booth.”
This is not to pit women against men; there are many, many men who are great, inclusive leaders. Unfortunately, in both corporations and startups, inclusive cultures are rare. In fact, only 11% of corporations report that they have an inclusive culture. Stories of successful startups accused of discrimination or harassment of women and other minority groups are far too common. To be clear: the lack of inclusion in startups often has nothing to do with ill will or bias of the founders. Life at a startup moves quickly. Raising funds, building infrastructure, recruiting new team members all take priority and many do not have the time or money to have dedicated HR departments; as a result, culture can take a backseat to getting things done.
My professional experience has spanned a range of environments, from the inclusive to the less so. Here are three strategies I’ve found to be particularly effective in navigating both the corporate and startup worlds as a member of an underrepresented group:
1. Build your personal board of directors
Take a look at your organization — who has power and influence? You want them as your sponsor. Figure out what’s important to them, help them deliver it, and remember that it’s not all about you. Prioritize their request when they ask for your help and remember that sponsorship is built on trust: if sponsors are going to use their influence on your behalf, they need to know you will deliver and represent their organization in the best possible light.
Earlier in my career, I was in charge of leading a women’s leadership program for a Fortune 100 company. After my presentation, my client came up to me congratulating me on a job well done and shared how impressed his bosses (company executives) were with my performance. I thanked him and began to prep for the rest of the day when he said: “Given your age, they were concerned about whether you were going to be able to deliver – but I vouched for you and convinced them you would do an amazing job. Thanks for proving me right.”
Relationships like this in the workplace are critical — when people are in your corner, the unconscious biases people may have about you (in my case, my age) can be countered and diminished. Particularly important are mentors and sponsors. The advice mentors provide as more experienced professionals is invaluable — and sponsors also advocate for you and can help you advance within an organization.
Final word on the subject: don’t be afraid to create new communities or opportunities to network. Just take a look at VFA alum Kate Catlin who founded Women Rising, an organization that helps female professionals connect with their peers and find mentors.
2. Develop your executive presence
The MIT Sloan School of Management conducted a study in which two voices, male and female, delivered a pitch. The script and slides of the pitch were identical — but the male voice was 40% more likely to receive funding. Many still associate leadership with white, male voices and faces, but simple behaviors can help you amplify your voice and point of view. Work to identify bad habits in your communication. Use a smartphone to record yourself during a call or business meeting. Do you use a lot of filler words — such as “um” or “like”? Do you have a tendency to ramble or make the same point multiple times? If you can, recording a video of yourself is even better; as Amy Cuddy shares, body language is a hugely powerful influencer when it comes to how people perceive us and how we perceive ourselves. (I highly recommend watching her entire TED talk.) Be proactive about asking for feedback (don’t wait for your review!) and push for clarity if it’s too vague.
3. Leverage your own unique perspective – and the perspectives of others
Your diverse traits are of huge value to your organization, no matter the size. What is unique about you? What experiences have you had that make you different from others? Do you have a better understanding of a specific group (e.g., Millennials) because you’re one of them? Use that to your advantage!
Finally, some of you may be starting your own companies over the next few years. No matter how much is going on, work to create a “speak up,” inclusive culture in your organization and hold others accountable to do the same. Hire, mentor and sponsor people who are not like you — this only increases your ability to get things done and be innovative. Empower others to share their ideas, their feedback, and take it seriously. One of the best managers I ever had ended almost every email to me with, “What do you think?” — a subtle indicator that my opinion mattered, despite our difference in level.
Change may not happen overnight, but let’s do what we can to elevate our own voices as well as the voices of others — a more inclusive workplace, and world, depends on it.