少數(shù)族裔怎樣挺進(jìn)高管層
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????不僅如此，絕大多數(shù)公司高管層缺乏少數(shù)族裔的示范作用，也是造成這種現(xiàn)狀長期存在的一方面原因。人們通常都喜歡指導(dǎo)他們認(rèn)為與自己類似的人，“多元領(lǐng)導(dǎo)者往往無法（像白人管理者那樣）獲得同樣的導(dǎo)師和擔(dān)保人，”德魯說道。 ????與此相關(guān)的障礙：“白種男人彼此之間會(huì)提供某些反饋，但他們卻發(fā)現(xiàn)給有色人種或女性提供這樣的反饋會(huì)很不舒服，”她補(bǔ)充道?！袄纾赡苡幸恍┳璧K你發(fā)展的個(gè)人風(fēng)格問題或‘領(lǐng)導(dǎo)者氣質(zhì)’問題，但他們會(huì)感覺告訴你這些問題非常尷尬”——具有諷刺意味的是，他們這么想的原因竟然是擔(dān)心這樣做會(huì)讓他們?nèi)旧戏N族主義的嫌疑。所以，只能靠你自己去弄明白這些不成文的規(guī)矩（或是你所說的“內(nèi)幕”）。 ????那么，應(yīng)該如何克服這個(gè)障礙？德魯說道：“你必須對(duì)人際關(guān)系網(wǎng)絡(luò)進(jìn)行戰(zhàn)略性部署。盡量在上級(jí)中找到導(dǎo)師和擔(dān)保人，同時(shí)也要培養(yǎng)平級(jí)網(wǎng)絡(luò)。”找?guī)孜荒軌驗(yàn)槟闾峁┱\實(shí)反饋的人，這樣的反饋在“上司給你的績效評(píng)估中”不可能出現(xiàn)。她建議：“在公司內(nèi)部和外部建立一個(gè)私人的顧問團(tuán)隊(duì)。可以考慮把它建成你自己的‘老朋友’網(wǎng)絡(luò)?！辈恢朗欠袷乔珊?，《財(cái)富》雜志最具影響力商界女性榜單（Most Powerful Women）中，許多女高管都表示，她們正是通過這種方式獲得了信息和建議，幫助她們突破了中層管理的困局。 ????你可以從這些女強(qiáng)人那里借鑒的另外一種策略是：接受有難度的（并且高調(diào)的）開拓性工作任務(wù)，學(xué)習(xí)如何以巧妙的方式宣傳自己，以及為正確的公司工作。首先，處理沒有人愿意接手的挑戰(zhàn)可以幫助你脫穎而出——還能保證高層都知道你都做了什么。德魯強(qiáng)調(diào)：“努力工作和出色的結(jié)果本身還不夠。高層的人需要知道你有哪些成就。學(xué)會(huì)堅(jiān)守自己的成就至關(guān)重要?！?/p> ????接下來要考慮一下這個(gè)問題：不同公司的文化也是不同的，所以，你所在的公司擁有什么樣的公司文化就顯得非常重要?！敦?cái)富》最具影響力女性榜單中的幾位女強(qiáng)人在接受采訪時(shí)曾提到，她們的職業(yè)獲得發(fā)展，很大程度上是因?yàn)樗齻冇幸鈱ふ乙呀?jīng)有女性擔(dān)任高層職位的公司。 ????你也可以進(jìn)行類似的嘗試。DiversityInc公布了一份年度排名，詳細(xì)介紹了50家最多元化的美國雇主。【2012年排名前五的公司分別是：普華永道（PwC）、索迪斯集團(tuán)（Sodexo）、凱薩醫(yī)療機(jī)構(gòu)（Kaiser Permanente）、美國電話電報(bào)公司（AT&T）和寶潔公司（Procter & Gamble）】。 你在目前公司的出色表現(xiàn)是你的賣點(diǎn)。如果你想更進(jìn)一步，或許是時(shí)候做好準(zhǔn)備了。 ????反饋：你是否同意現(xiàn)在應(yīng)該就工作中的種族問題進(jìn)行一次“向前一步”式的交流？你還有什么補(bǔ)充？歡迎評(píng)論。(財(cái)富中文網(wǎng)) ????譯者：劉進(jìn)龍/汪皓 |
????Drew says that a big reason why there aren't more minorities at (or near) the top is that informal networks -- the kind companies rely on when filling executive jobs -- are usually all one color. She cites research showing that people "use family and friends to find the vast majority of the jobs they hold over a lifetime. The lack of diversity in those seemingly innocuous networks becomes self-reinforcing." ????Not only that, but the shortage of minority role models in senior management at most companies has a way of perpetuating itself too. Since people generally like to mentor people they view as similar to themselves, "diverse leaders often don't have the same access to mentors and sponsors [that white managers have]," argues Drew. ????A related hurdle: "There is a certain kind of feedback that white men give to each other that they are not comfortable giving to someone of color, or to women," she adds. "For example, there might be issues of personal style or 'executive presence' that could be holding you back, but that people feel awkward about telling you" -- often, ironically, because they fear seeming racist if they do. So you're left trying to figure out the unwritten rules (or the "secret handshake," as you call it) for yourself. ????How can you get past that? "You have to be strategic about your network," Drew says. "Try to find mentors and sponsors among higher-ups, but also grow your lateral network. Identify a few peers who will give you honest feedback you might not be getting" in performance reviews from your boss. "Develop a personal board of advisors, inside and outside of your company," she suggests. "Think of it as building your own 'old boys' network.'" Coincidentally or not, that is exactly how many of the executives on Fortune's Most Powerful Women list say they got information and advice that helped them rise beyond middle management. ????Other tactics you could borrow from them: Taking on tough (and highly visible) stretch assignments, learning how to blow your own horn in tactful ways, and working for the right company. On the first point, tackling challenges no one else wants to touch will help you stand out -- as will making sure that higher-ups know what you've done. "Hard work and excellent results are not, by themselves, going to be enough," Drew notes. "People above you need to be aware of what you've accomplished. It's crucial to learn to stand up for your achievements." ????Then, consider this: All corporate cultures are not created equal, so where you work matters. Several of the women on Fortune's list have mentioned in interviews that they advanced their careers in part by deliberately seeking out jobs at companies that already had women in high places. ????You could try something similar. DiversityInc publishes an annual ranking with detailed profiles of the 50 most diverse U.S. employers. (The top five in 2012: PwC, Sodexo, Kaiser Permanente, AT&T (T), and Procter & Gamble (PG).) Your solid track record at your current company is a marketable asset. If you really want to move up, maybe it's time to start looking around. ????Talkback: Do you agree that it's time for a Lean In-style conversation about race in the workplace? What would you add to it? Leave a comment below. |
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