For many career women success means achieving not just professional recognition but also a fulfilling family life and personal happiness. But what is the price is paid by a career women and other women leaders in the diversity of culture they represent? There are many different answers to this question and the diverse cultures are key. My answer comes from the perspective of a Latina working for a Fortune 500 company who also constantly feels the need to challenge cultural differences in leadership styles. At the same time, it’s coming from a person who looks for life work balance, whether that means enjoying time in the kitchen cooking my favorite traditional cuisine, or impressing upon my children the value and importance of their multicultural background.
Most people don’t change, or willingly go along with change, because the change is “the right thing to do.” They do it if there is an important reason to change. Businesses don’t change their corporate cultures so that they retain women because doing so is nice for women. They do it if there is a compelling business reason to do so. The bottom line reasons to achieve gender diversity in leadership are exactly that—compelling.
Women leave their jobs at a higher rate than men. This is confirmed by data from the Bureau of Labor and by private research. There are three reasons business leaders need to understand why women leave. All are reasons to engage women so they’ll stay:
1. Turnover has a significant cost—estimates range between 50 and 200% of annual salary (plus negative impact on morale and performance).
2. Fully half of the total workforce and of the hiring pool (more than half of the educated hiring pool) is female—so the group at greatest risk of leaving is large.
3. Gender diversity in leadership has been correlated with higher returns (see studies by Catalyst and McKinsey); if you are losing women, you are probably losing the upside of gender diversity.
I raised my hand during kindergarten class in 1979 when I was 5-years old and announced that I’m black. I actually got up on my feet to say it. I am black. And then afterward I sat back down again. I don’t remember what we were supposed to be doing at the time.
In and of itself, this announcement wasn’t all that unusual. The teacher was black, and we were sitting on the carpet of a classroom in the Washington DC area, which meant that plenty of the children around me were also black. What I said wasn’t glaringly out of place, if you can forgive the timing of it. The real problem with what I said—and the reason why the children laughed and I was sent to the principal’s office—was that I am not black.
The globalization of organizations is an undeniably reality. Businesses and governments are working together to solve problems too big and too complex for any one country. Unfortunately, a quick glance through the recent news headlines points to a critical roadblock in the path to successful international collaboration: a severe lack of trust across organizational and national borders. Trust is one of the basic building blocks of successful collaboration.
In my last article for American Diversity Report,“Embrace Diversity, Embrace the Future”, I used the example of Zanzibar and how the people there appeared to deal with diversity by accepting differences of other cultures including religion without co-mingling or requiring others to bend to the will of any one group. However, since my visit there and writing that article, I have discovered that more recently, Muslim youth riding on motorcycles threw acid on the faces and bodies of three American young females who were walking through the streets of Zanzibar on their last evening in the city. The girls were at the end of their mission to help out in the area and were going to celebrate their stay there. They will forever be scarred both emotionally and physically by this experience. This example simply shows how fragile our cultural stability is as mobility of the world’s people increases at a rapid pace and the introduction of new ideas, ways and cultures are seen as a threat to the old established ways.
They came in colorful garb, full of energy and engaged in lively and loud conversations in their native language. During recess they played their rhythmic music with the salsa beat occasionally swirling their hips and did the cha cha cha. They clung to their own, sensing the disdain that the “owners” of this great institution had for them. They were the unwelcomed intruders; they reeked of happiness and gleefully shared their joy with each other. They were the Cubans who came to America by the boatloads and were perceived as different from the earlier arrivals who had “fit in” better and were more like the owners of their new homeland meaning they were more “white”, wealthy, at least educated and of the professional and middle class. These earlier forbearers were more likely to fit into the existing order.
When the issue of diversity is raised, most think of race and ethnicity. Although these topics are very important, they are just the tip of the iceberg. The lens through which we see the world is significantly influenced by the whole of our life experiences. Factors such as socioeconomic status, gender, religion, occupation, language, where we live, cultural background and a host of other factors are all critical components of the concept of diversity.
“Anything you can do I can do better” was an unspoken refrain of the interviews I conducted with immigrant women leaders, researching my upcoming book. Their combined brilliance nearly triggered my inferiority complex. How come they did SO MUCH better than me? I’d ask myself (I typically take everything personally).
Providing patient care without regard to race, ethnicity, gender, or religion is a core value of all medical professionals. However, do they extend the same level of tolerance, stand against prejudice, with other members of their profession?
