Diversity Woman Magazine

WIN 2017

Leadership and Executive Development for women of all races, cultures and backgrounds

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Upfront > 10 D I V E R S I T Y W O M A N W i n t e r 2 0 1 7 d i v e r s i t y w o m a n . c o m THINKSTOCKPHOTOS Etc. The Glass Ceiling for Diverse Women W omen of color are more likely than Caucasian women to want to be a C-suite executive—yet are much less likely to reach that goal. That's one of several discouraging findings from a 2016 LeanIn.org/ McKinsey & Co. report on women in the workforce. The research is based on data from 132 companies employing more than 4.6 million people, as well as on a survey of 34,000 employees. Forty-eight percent of women of color surveyed said they aspire to be a top executive, compared with 37 percent of Caucasian women. But the study found that women of color are the least represented at the leadership level, making up just 3 percent of C-suite executives. What's more, women of color were 10 percent less likely than Caucasian women to say they feel comfortable be- ing themselves at work. And while 78 percent of companies said gender diversity was a top priority, just over half expressed the same commitment to racial diversity. To improve matters, the authors say, companies need to look for ways to reduce bias in hiring, promotion and performance evalu- ation, by using proven techniques such as blind résumé reviews and applying bias training to hiring and performance reviews. Dear DW, One of my coworkers isn't pulling his weight, and it's really bugging me. How can I handle this without looking bad? Signed, Resentful Colleague Dear Resentful Colleague, Tricky situation! You're right to ap- proach it with caution. e first question to ask yourself is whether your coworker's inattentiveness is having a negative effect on your work. If so, you have a legitimate right—may- be even an obligation—to address the problem. Next question: Should you take it up with your coworker or talk to your supervisor? It's often simpler to speak to your colleague directly. But how you phrase your comments is key. "To make your complaint, try us- ing a technique called I-statements," says Marie G. McIntyre, PhD, author of Secrets to Winning at Office Politics. "With an I-statement, you focus on the problem you're having instead of what's wrong with your coworker, then you The Unproductive Coworker The Office ask for what you need. A well-worded I-statement, delivered in a friendly tone, doesn't sound at all confrontational." For instance, you might say something like, "Bob, I've been having trouble meet- ing my project deadlines because I don't receive the information from your group on schedule. What can we do to be sure I get the information on time?" If talking to the coworker gets you nowhere, it's time to speak with your manager. You'll want to frame the prob- lem as a business issue that is affecting productivity. For instance, if you're getting overloaded with information requests because your colleague isn't responding quickly enough, you might say, "People have been com- ing to me lately with ques- tions because they haven't heard back from Mike. It's slowing down my work, so if you could talk to him about it, I'd appreciate it." And if the coworker's slacker behavior isn't affecting your work at all? "You need to work on your attitude and just let it go," McIntyre says. "We all must work with people who irritate us from time to time."

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