An Honest Look at Racism and Microaggressions in the Workplace

As a child, my father used to tell me stories about working in the South. He described the segregation he witnessed, how whites and blacks used different bathrooms and drank from different water fountains, simply because of the color of their skin. Although we have progressed as a society, racism is still alive and well in today’s society. Over the past several decades, racism has morphed and changed from an overt phenomenon and experience to one that is more subtle and covert.

Racist actions have perpetuated over the past century and our society has transformed from expressing overt to covert racism. In the pre-1960s, many socialized in a time in which their ancestors owned slaves, where it was perfectly acceptable to harbor racist sentiments in many parts of the country. Being an abolitionist or expressing views of racial equality was outside of the norm and many white people believed they were better, smarter, and owed all the benefits society had to offer. As the Civil Rights Movement took root in the 1960s, those in power felt threatened, feared their rights and benefits would be taken away, causing them to lash out and harm those they deemed less deserving. During the 1970s and 1980s, the expectation for racial equality became prevalent and it was socially unacceptable for those with racist views to express their thoughts publicly - however many continued to harbor feelings of racial superiority privately. Even in the present day, old feelings of superiority and distinctiveness have leaked out into everyday life in a more subtle way, still signalling to people of color that they are different and somehow less deserving of achievement.

Many of these underlying feelings of racism are present in today’s workplace, known as racial microaggressions or “brief and everyday slights, insults, indignities and denigrating messages sent to people of color by well-intentioned white people who are unaware of the hidden messages being communicated”. These messages can be spoken to a person of color ("Your English is so good!"), they can be communicated nonverbally (a white woman moving to the other side of the street when a black man approaches) or symbolically (an American Indian mascot or costumes). The impact and overt nature of microaggressions can also vary. From a recognizable “microassault” in which a racial slur is uttered, to more ambiguous and confusing messages, like asking where a person of color is from that implies that they are constantly foreigners. While some of these messages may seem harmless or perhaps even outside the level of conscious awareness, they cause pain and confusion in the minds of many people of color and can hinder efforts to succeed in the workplace.

Racial microaggressions have many negative and dire consequences for people of color. They wreck havoc on the mental health of individuals, create physical health problems, as well as enable cues in broader society that devaluation of a social group is acceptable. In the workplace, microaggressions toward minorities have been found to create a hostile and demeaning work climate. They also perpetuate stereotype threat, which is a phenomenon in which stereotyped groups fear confirming a stereotype about their group and in the process they may actually end up confirming it because of diminished cognitive resources as a result of anxiety. Furthermore, workplace research has demonstrated that microaggressions decrease productivity and hijack the problem solving process presumably because cognitive resources are instead spent dwelling on the ambiguity of the nature of threat.

Examples of microaggressions are perpetuated on the news and in our society on a daily basis. From the blatant racism of Donald Sterling and Richie Incognito, to the subtle microaggressions that occur every day, a message is conveyed that these feelings are somehow acceptable. A personal example was encountered at a position in a male-dominant, mostly white industry. With a workforce consisting of 200 people, only two black males comprised the company’s “diversity.” On a daily basis, many other white colleagues confused the two black men with each other, both verbal and in written communication. While many of our colleagues surely did not intend to do this, it illustrated a rather embarrassing trait among white individuals who could not distinguish one person of color from another, even though the black colleagues had vastly different skills, abilities and job responsibilities. It conveyed an insulting messages that all black employees at this company were the same.

It is important to become aware of subtle racism that occurs everyday, because many microaggressions occur without consciousness awareness. We’ve compiled a short list of things to keep in mind during interactions with people from different races and ethnicities, to help our society learn and grow.

1. Identifying and Acknowledging Mistakes
It can be hard admitting you’ve made a mistake, but a genuine apology may create create a stronger relationship and help to break down racial barriers and tension. A statement such as “I am so sorry, that was a really stupid mistake” can go a long way, even if it causes feelings of embarrassment.

2. Creating Open and Honest Conversation
In communications with people of color, identifying inappropriate or ambiguous comments can help to open up and create authentic conversation. While conversations about race with people of are different ethnicities is uncomfortable, confronting it head-on could create authentic, meaningful conversations. It may even lead to stronger relationships and provide opportunities to speak openly about future racially ambiguous occurrences.

3. Sharing the “Wealth”
Due to institutional and systemic factors like access to better schools and jobs, white people are usually awarded and given things that people of color are not. Being aware of wealth or educational differences can sometimes lead to defensiveness or a sense of entitlement. A better approach may be to share this “wealth” with others. This “wealth” is largely symbolic and intangible, such as assumptions and stereotypes we hold about people who are different from us. Yes, many people of color have had different experiences and are truly different. However, we, as a society, need to get to a point where we can all talk about this with each other openly and in a way that respects differences so that some of these pernicious barriers can be torn asunder.

Racial tensions have been in play for hundreds of years and unfortunately we do not live in a society that implicitly considers all people as equals. Thankfully, the physical aggression and assault toward people of color during the pre-Civil Rights Movement era is largely over, but we still have work to do. Kareem Abdul-Jabbar said it well in a TIME Magazine article: “It's time to look at ourselves — and our collective moral outrage — in the mirror …. We need to be inspired to vigilantly seek out, expose, and eliminate racism at its first signs.” The time is now to begin making small changes. Nobody is perfect and we all make mistakes that others may perceive as racist or offensive. But, we are all in this together. If awareness about racial microaggressions is increased, more people will recognize how they contribute to the problem and work to change these behaviors. In turn, race relations in our society as a whole will improve for the better.

References:

1. Fiske, S. T., Cuddy, A. J., Glick, P., & Xu, J. (2002). A Model Of (often Mixed) Stereotype Content: Competence And Warmth Respectively Follow From Perceived Status And Competition. Journal of Personality and Social Psychology, 82(6), 878-902. 
2. Sue, D. (2010). Racial Microaggressions in Everyday Life. Psychology Today. Retrieved June 4, 2014, from http://www.psychologytoday.com/blog/microaggressions-in-everyday-life/201010/racial-microaggressions-in-everyday-life 
3. Nigatu, H. (2013). 21 Racial Microaggressions You Hear On A Daily Basis. BuzzFeed. Retrieved June 4, 2014, from http://www.buzzfeed.com/hnigatu/racial-microagressions-you-hear-on-a-daily-basis

London Calling: A Shared Language Doesn’t Equal a Shared Workplace Culture

Born and raised in United States, Katie just received a job opportunity in the United Kingdom. With no language barriers and London being only a puddle jump over the Atlantic Ocean, Katie expected a similar cultural environment to her home in the US. But once she arrived and began her new job, she experienced the culture shock of her life. Her British manager was distant and did not convey the warm personality traits like other managers she had worked with in the US, which caused Katie to feel as though she could not be her true self in the workplace.

A similar scenario: Steve, a United Kingdom native, was working at an agency headquartered in London, but after years of hard work, Steve received a promotion, which included a transfer to its New York offices. His adjustment to the new location resulted in many frustrations with the American workplace culture and he perceived a general lack of efficiency in American business. Many of his direct reports spent fewer hours a day working and were less efficient than what he was accustomed to from colleagues in the UK. Another aggravation included less paid time off than British businesses, especially when he thought it could potentially be a motivator for American colleagues to work harder for additional vacation time.

Katie and Steve are not alone. Many of these cultural differences play out in the business world, which has forced people to adjust and adapt. In this blog, we explore the similarities and differences between US and UK workplace environments as well as ways for employees to mentally prepare for the cultural change.

The UK and the US are oftentimes seen as more similar than different and commonly grouped together with other Anglo societies in the cross-cultural literature. The seminal GLOBE project on leadership qualities classifies the Anglo cluster of countries (Australia, Canada, England, Ireland, New Zealand, South Africa, and the USA) to have many common traits due to their shared historical roots and ideals stemming from the British Empire. Specifically, these countries are highly structured and authoritative as well as being characterized by a drive for gender equality. Other characteristics include a desire for high individual performance, a future-oriented outlook, strong family ties and emphasizing teamwork and collaboration. When looking specifically at leadership traits, a charismatic, team-oriented and participative leadership style is seen as most effective throughout the Anglo cluster of countries. The combination of these powerful and important similarities has proven that both these nations can complete high quality work.

Distinct differences are apparent between these two countries as well. While the UK and US have far more similarities than differences, there are unique differences between the countries that define this “special relationship.” Generally, those in England currently see their society as being more likely to avoid uncertainty, prefer authority, and less likely to have a humane orientation compared to their peers in the US. In terms of how their societies ideally function, those in the US value an individual performance orientation and less assertiveness than their peers in England. Specifically with leadership, Americans are expected to lead with more of a participative style and a humane outlook and need to adopt an idealistic approach to collaborative work in order to be perceived as successful. On the other hand, UK leaders emphasize efficiency and strong and impartial management and behavior is seen as businesslike and strictly impersonal.

The differences between these two countries can potentially create difficulties in the workplace. For both Katie and Steve, these differences caught them unaware and forced them to shift their outlook about how to approach their work. The key to successfully approaching new situations is having support and keeping an open mind. Additional tips for these types of transitions include:

1. Access informal support. Support can come in many forms, but informal social support is crucial when transitioning in a new environment. Katie was lucky in that she had several American friends overseas with her, albeit at different jobs and felt comfortable seeking advice as a source of support. When Steve moved to the US, he used a similar tactic: his roommate was American, whom he felt he could have frank and open discussions with, and a co-worker was also from the UK, which provided a connection because of a shared background. Tapping into these networks offer powerful outlets for employees in their transitions “across the pond.” Support back home is also crucial - if you are feeling low about your current situation in your new country, having friends and family to turn to via Skype or the phone is always useful. 
2. Request formal support from your company. Before an employee relocates, it is important to approach the company’s HR department to discuss potential difficulties with the transition and inquire about formal training. Frequently, a transition between Anglo companies is seen as moving from one similar locale to another, when in reality, experiences can be very different in each location. Formal training on what to expect and how business customs vary across nations can ground employees and provide a greater sense of security once they are in their new home. Along with practical help, such as finding housing, HR may also be able to put you in touch with other employees who have had a similar experience or can help ease the transition.
3. Do your homework and prepare ahead of time. Have all your questions about your new country been answered? Is there anything you’re expecting to be different in your new country compared to your home country? Even basic things like understanding how the food differs will give you a greater sense of security. Take some time to read guidebooks or speak to someone you might know who has spent time in your soon-to-be new home.

While Britain and the US have similarities that defines thier “special relationship,” distinct differences are present between the two countries. Identifying these differences on a deeper level can help explain some of our transatlantic experiences and expand our international perspectives. Increased awareness of the differences may help create smooth transitions in the future. We should not assume that just because those in the UK and US speak the same language and have many similar values that these countries are the same. Instead, we urge those planning a relocation to speak to as many people they know with familiarity of either locale to explain differences on a more human level than any academic research can provide. Finally, we hope that advanced preparation will help ensure a smooth transition so employees can focus on what matters most: quality job performance and enjoying learning about their new locale!

References

• Ashkanasy, N. M., Trevor-Roberts, E., & Earnshaw, L. (2002). The Anglo Cluster: Legacy Of The British Empire. Journal of World Business, 37(1), 28-39.
• Leslie, J. B., & Velsor, E. V. (2000). A Cross-national Comparison Of Effective Leadership And Teamwork: Toward A Global Workforce. Human Resource Development Quarterly, 11(2), 207-208.

Breaking the Mirror: A Reflective Look at Narcissism in the Workplace

Imagine the case of Jessica, a hard-working individual in her 30s, employed at a promising small company in a sales function. As the organization continues to grow, the board of directors and executive management team decide to hire a new CEO to help take the company to the next level. After extensive recruiting and interviewing, they found a candidate who seemed to have the credentials and skills they were looking for. He had impressive leadership background on his resume, success at other companies in similar industries, a broad range of contacts within the industry and seemed to be a good cultural fit with existing employees.

Quickly after the new CEO came on board, Jessica started to notice red flags during her interactions with him. He would make decisions too hastily, ignore customer and employee feedback, and just trust his “gut” to make decisions. He would chastise and belittle employees in group meetings, criticize opinions, and never listen to ideas others brought to the table. He encouraged a “yes man” culture and suppressed analysis, brainstorming, or collaborative working. Jessica became less inclined to voice her opinion, offer suggestions or challenge ideas, for fear that she would be chided, reprimanded or fired. What was once a positive, healthy work environment, quickly became an unenjoyable, destructive and a career-altering situation for Jessica.

Have you ever been in a similar situation or seen similar behaviors in the workplace? If so, you may be dealing with an individual who has narcissistic personality traits.  In order to understand the complete picture of how Jessica could have protected herself in this situation, we need to analyze the science behind narcissistic personality traits, how it affects the dynamics between employees in the workplace and the best ways to work effectively with these types of people.

Distinct themes emerge when looking into research on narcissism. Defined as extreme egotism, vanity, and arrogant pride in one's intellectual or physical abilities, narcissism is characterized as having low empathy for others, dominance, a sense of entitlement, and grandiosity. Ranging from individuals having a few traits, to full-blown Narcissistic Personality Disorder, these extreme characteristics can impact daily functionality and interactions with those around them.

Approximately 2.2% of Americans suffer from what is known as Narcissistic Personality Disorder, and many more may suffer from maladaptive narcissistic traits. Studies have shown that men are more likely to have narcissistic traits than women, and subsequently, may lead them to acquire more leadership positions at organizations. Confounding the situation, narcissists are often charming and charismatic, making it difficult for mental health professionals to detect the disorder in patients. While it can be challenging to detect these traits among CEOs and executives in corporate America, research psychologists believe, for various reasons, that more leaders have these traits than the base-rate of the population.

Further research shows that business schools may attract and breed individuals with narcissistic traits. Test scores assessing personality traits related to narcissism are higher in current business schools when compared to previous generations, as well as in other educational settings. In today's business world that oftentimes requires a team-player attitude in order to succeed, the emergence of extreme narcissism in business leaders may undermine the team, and ultimately organizational success.

In addition to the adaptive traits of narcissism, there are also maladaptive traits that become apparent as time goes on. Group behavior studies have shown that individuals with narcissistic traits are more likely to emerge as group leaders, quite possibly because leadership positions confer the status that they desire. While many of these individuals rise to leadership positions, they are also likely to fail in these roles. From psychological studies, we know that narcissistic traits are linked to risky decision making and white-collar crime.  It is interesting to think about how the same factor that can lead to leader emergence may also be responsible for their downfall if risky decision making causes detrimental effects.

Psychologists have also found that narcissistic leaders are more likely to have larger total compensation packages (e.g., bonuses, salary, and stock options) than those leaders without narcissistic traits. Simply put, narcissistic individuals feel a sense of entitlement and as though they deserve more than others around them. The only caveat is that these leaders need to be at their organizations for a considerable amount of time and prove themselves to those around them. Once they have earned their status, achieved attainable goals and justified their role to the board of directors and executive team, they seem to receive whatever they request.

So what does all this mean for you and your organization? We suggest a few things you and your organization can do to protect itself from the risky decision-making and unpleasant behaviors of individuals with narcissistic traits:

1. Thorough Recruiting and Evaluation: Organizations can protect themselves by thoroughly examining an employee's previous work patterns overtime, as opposed to one or two recent successes, to understand if the candidate has narcissistic traits. What is their career history? Have they bounced from one company to another, every year or so? Also, HR professionals should seek out several references from varying points in the candidate’s career, beyond the candidate’s provided references, to get a full picture of who they are. Take any information gained from sources with a grain of salt, and keep in mind, these references could also provide neutral or negative information beyond the candidate’s narcissism. Assessing the candidate’s shared social networking profiles is another way to identify narcissistic traits. For example, the number of “selfies” showcases a desire to self-promote and focus only on themselves and may be linked to narcissism.
2. Promote Feedback and Constructive Criticism for all Leaders: If a problematic individual is already within the organization, leaders can protect the company by having a relatively independent executive board for decision-making processes, that relies of 360 or multirater feedback. Having a third party conduct this feedback creates transparency when communicating information, as well as protect employees by providing confidentiality. Oftentimes, individuals with narcissistic traits do not receive feedback or constructive criticism well. In order to maintain sense of self and protect their ego, an individual with narcissistic traits may move from one organization to another.
3. Rely on Others for Support: Understanding the level of support around you is crucial when dealing with narcissistic colleagues. Do you feel supported by colleagues? Are working conditions acceptable? Do you have open communication with HR? Do you have support from HR? If so, you can think about how to negotiate ideas in a way the narcissistic individual perceives to be non-threatening. But if you feel alone at the company and are limited in communicating your ideas, it may be wise to leave.
4. Use Objective and Professional Judgement: There are also ways for individuals to cope with difficult and potentially narcissistic colleagues. It is challenging for individuals to work with narcissistic leaders because they lack the power of the board supporting them to make decisions for the company. Relying on your own professional judgment is essential in the workplace. Going against the grain is not to be taken lightly, nor always advised, but holding onto your own stance will preserve your sense of integrity.

In conclusion, we also want to stress that we do not use the term “narcissistic traits” lightly. Putting a label to these behaviors may cause those suffering from them to feel stigmatized. Furthermore, not all leaders of organizations have narcissistic traits. The purpose of this entry is not to point fingers, but rather to create an environment in which you can be more aware of the dynamics surrounding you, as well as feel empowered to take steps to protect yourself in an organization that may not be good for your own mental well-being.

We also encourage you to take a step back and examine your own behaviors in the workplace. How might you contribute to a work environment that isn’t positive for everyone? Perhaps you may engage in some of the aforementioned behaviors and not always be aware of them. Look at yourself in the mirror and be aware if you’re falling in love with your own reflection - we don’t want anyone to end up like Narcissus! The goal here is to increase transparency between people, groups and organizations, but also increase transparency interpersonally. Let’s all work to create a climate within organizations of authentic discussion.

*For a list of references used in this article, please contact the authors*

Moving from Perfectionism to Productivity

‘Done is better than perfect’ – Facebook HQ mantra 

A challenge for many conscientious people is letting go of the details.  Managers – highly conscientious people – often need guided support in making the important transition from ‘deliverer of results’ to ‘strategic orchestrator.’ This is because their drive for results becomes an overplayed strength.

Consider John, a sales executive in a consumer goods company.  John is a highly conscientious person who prides himself on his integrity.  When John makes a promise, he delivers on it.  Throughout his career, this has landed him in good favor with his bosses and his clients, which has gotten him significant praise and recognition.  Newly promoted into the regional sales manager role, he found himself overwhelmed with the amount of work on his plate, yet didn’t feel he could delegate much to others because he was responsible.  Although he felt more stressed out with the increased workload, he just thought that was part of the ‘burden of management.’  At the end of his first year on the job, he was tired from this new work pattern and became deflated when he received his region’s engagement survey results.  In short, he had inadvertently created a culture of dependence, a climate of apathy, and to top it off he had formed unsustainable work habits that were affecting him personally.

Unfortunately, John’s is a familiar story.  When operating in new, frequently ambiguous environments, many executives worry most about getting their output perfect every time.  This drive for perfection is a double-edged sword that ultimately cripples their best efforts.  In short their winning formula no longer works.

In order to successfully manage this transition, it is helpful to understand the psychology of perfectionism.  There is no shortage of research on the topic, and studies have found that there are two distinct processes people tend to use when they approach any task.  Some choose a process called performance orientation. Here the focus is on the final product and an avoidance of failure.  An organization’s climate can actually prime executives for this orientation, especially when the emphasis is strictly on delivering the bottom-line.

The other process, known as learning orientation, is characterized by the motivation to learn as much as possible, with a primary emphasis on personal growth.  Individuals with a learning orientation have been shown to be more resilient and constructive about how they receive feedback from peers, score more highly on exams while in university, and are more productive overall than those who use a strictly performance orientation.  They can also bypass some of the anxiety their peers report by being less focused on avoidance of mistakes and instead embracing experimentation.

One reason for the difference in outcomes between these two groups is the different responses each has to stress - the classic ‘flight or fight’ response.  The learning orientation group, who sees a situation as an engaging challenge, is more likely to respond positively and benefit from increased blood flow to their muscles and brain.  The effect is that they tend to perform better on both motor and mental tasks.  In contrast, those who perceive a situation as threatening are more likely to respond negatively in a way that constricts their blood flow to these essential parts of the body.

Ultimately, both approaches to goal achievement are extremely important.  After all, executives who fail to deliver results do not last.  However, leaders can take away the fact that their results may be enhanced if they reframe their performance-driven approach toward learning.  This pattern is hard to break. Performance orientation is driven into many of us as children and built upon throughout our early adult lives.  The mantra for success in many societies seems to be “get good grades, which will get you into a good college, which will get you a good job.”  Ultimately, the emphasis is on the outcome (good grades = good college = good job), not the process or the learning that enables us to achieve these goals.

Difficult as it may be, this transition is one that many leaders must navigate in order to sustain their early success.  As the latest research shows, to be our best, most innovative selves, we should stop to take in all that we are learning instead of focusing only on the finish line.  Counter intuitively, this can actually boost our results and profits while allowing us to feel more relaxed and learn more that can be applied to future situations.  In order to really break the pattern, we suggest that leaders try to change their focus gradually.

1. Focus on process AND outcomes: The research is clear that goals are both motivating and facilitate personal achievement.  However, once the goal is clear, leaders need to ensure their people understand the scheme of maneuver to achieve it.  Some questions to ask are: “What do we need to do to get there?"  "How can I teach my team to dig deep and understand the significance of what they are doing?" 
2. Adopt the principle of equifinality: There are an infinite number of routes to a given point, and yours is not the only possible solution.  In fact, if you adopt this principle you will come to learn that yours is not even the best possible solution – it is only one of many.  Give yourself a chance to be surprised by others’ ingenuity, and give them a chance to demonstrate it.
3. Access your inner detective: Curiosity is the precursor to learning, and it can be fun. Remember the days you ran to a mentor, parent, or teacher proud to tell them about something new you’ve learned? Find that thirst to uncover the truth by starting a quest. “How can I learn as much about this particular situation as possible?”  “Where is that person who can generate the best solutions to this challenge?”  “What could be possible if we did it Mary’s way?”
4. Take your time: If your natural inclination is to focus on the outcome, that’s OK, for now. You can’t expect to change your mindset over night.  Focusing on the very act of changing your emphasis toward being less performance-oriented is a mindset that emphasizes performance in itself! If it takes you awhile to learn how to change the way you frame issues, that’s fine.  Be easy on yourself as you learn this new skill.
5. Relax: The tendency to focus on perfection is usually driven by stress and an intense need to succeed.  This is natural for many leaders who care deeply about results. If you can find a moment or two each day to meditate or step back to think about your journey and the path you’ve taken to get there, you are less likely to feel overwhelmed by day-to-day performance indicators.

**For inquiries about references used in this post, please contact authors**

For a copy of the originally published article, please visit YSC's website here 

What is "Take the Bucket off Your Head?"

The phrase “take the bucket off your head” refers to a memorable interaction with a high school English teacher, who wanted to motivate one of the authors to be more assertive, voice her opinions and participate more frequently during class. Rather than calmly and rationally explain why she should speak up during group discussions, instead he blurted out to “take the bucket off your head!”

Hearing this awkward criticism as a 15 year old girl in high school has transitioned into a life-long goal to communicate clearly, rationally, and effectively. Take the Bucket off Your Head is a reference to women seeking to promote their assertion in organizations and lead authentically, without stifling their true direction and leadership intentions.