Building a Diverse Workforce

Great article on diversity recruitment...check it out. KRW

Counting On a More Diverse Workforce by Cassie M. ChewOct 17, 2007, 21:39


Big Four auditing firm Deloitte & Touche LLP USA may have found a way to address two of the top challenges for public accounting firms of the decade: finding and retaining qualified staff and recruiting new leadership.

Deloitte is going to campuses across the United States in search of its next generation of talented accounting professionals with a recruitment and retention program designed to finance the education of selected scholars, get their feet in the door at the company and set them on the path to a successful career.

The Future Leaders Apprentice Program (FLAP) began a year ago under the efforts of Kaplan Mobray, Deloitte’s U.S. diversity recruiting leader. Last year, Deloitte began going to colleges within the company’s seven regions, including 25 schools the New Yorkbased auditor has designated as sources for finding talented African-American, American Indian, Asian and Hispanic accounting majors, in search of FLAP recruits.

Deloitte is seeking scholars with good grades, leadership potential and demonstrated commitment to their communities. The company has recruited 52 FLAP scholars (including participants in FLAP junior scholars), with 35 now working at Deloitte offices across the United States, Mobray says.

FLAP has three components: Upon accepting a $5,000 scholarship for use toward undergraduate educational expenses or the fifth-year of study required to become a CPA, recruits agree to take a job with Deloitte. Once hired, the scholars participate in a twoyear leadership development curriculum that features seminars and opportunities to meet top executives. They also are matched with Deloitte mid- and senior-level managers who serve as their mentors and sponsors.

The leadership component is “designed to help new accounting professionals gain those esoteric skills outside of their regular job functions that lead to success,” Mobray says. The curriculum will help recruits develop the skills to serve Deloitte’s clients, bring value to the company, work in a team environment and become leaders, he adds.

With auditing executives retiring and recent legislation that requires U.S. companies to submit more reports on financial transactions, Deloitte and the other “Big Four” auditors — Ernst & Young LLP, KPMG LLP and PricewaterhouseCoopers LLP — are all understaffed and in search of their firm’s next leaders.

“The small number of African-American partners and senior executives in public accounting gives the perception that there is restricted access to these positions” says Frank Ross, Visiting Professor of Accounting and Director, Howard University Center for Accounting Education“I think all the firms are starting to address this (lack of mentors for minority associates). They (firms) are also finding ways to encourage minorities to sit for the [CPA] exam,” says Frank Ross, a retired certified public accountant and visiting professor of accounting at Howard University who heads up its business school’s Center for Accounting Education. Historically, diversity has been a challenge for the accounting industry, Ross and other experts say.

Opening Doors

In 2004, African-Americans, American Indians, Asians and Hispanics made up about 8 percent of professionals at public accounting firms, according to the most recent statistics compiled by the American Institute of Certified Public Accountants. Turnover at accounting firms in 2004 was higher among minority professionals, according to AICPA. “There are probably people at Deloitte that recognize retention is still the big issue,” says Dr. Theresa A. Hammond, associate professor of accounting and Ernst & Young Re- search Fellow in diversity studies at Boston College’s Wallace E. Carroll School of Management.

Learning how to successfully navigate a company’s corporate culture is important to succeeding at public accounting firms, which tend to have a hierarchal structure in which recruits come straight out of college, and successful employees get promoted every few years on a regular schedule to senior, then to manager, then to partner, Hammond says.

Historically, African-American employees have had to exceed expectations in order to be given a chance at promotions early in their careers. The rigid timing of CPA firm promotions may have resulted in talented African- Americans leaving the firm, frustrated by the lack of opportunity early in their career. Hammond thus described the climate in a typical CPA firm to the oversight subcommittee of the House Committee on Financial Services during a 2004 hearing on diversity in the financial services industry.

Members of the National Association of Black Accountants Inc. say the two-year leadership development component of FLAP is needed for minority accounting professionals to stay the course.

A February 2006 NABA membership survey found the development of “soft-skills” is key to career growth. Competence, self-confidence and the setting of expectations are the top three factors that lead to success, members reported. Establishing credibility and navigating corporate politics are challenges to success, the survey found.

Respondents also said they needed better communication, interpersonal, networking, organizational, time-management and networking skills — things that don’t relate to technical or industry-specific knowledge.

In response to its findings, NABA added a new component to its executive education series and has joined the Howard University Center for Accounting Education to conduct day- and week-long seminars to help accounting professionals at different stages in their careers gain the skills to take them to the next level.

Both organizations encourage minority accounting professionals to become certified public accountants early in their careers.

Meeting the requirements to become a CPA gives an accounting professional the authority to sign-off on a company’s audited financial statements and can open doors to top financial management positions, Hammond says.

Righting Historical Wrongs

In addition to the 150-credit hour course of study and passing the CPA exam, certification requires work experience at a CPA firm. Of the 8 percent of minorities working for public accounting firms in 2004, just 1 percent were Black.

In her book, A White-Collar Profession: African-American Certified Public Accountants Since 1921, published in 2002, Hammond related the stories of several African- American accountants whose dreams of earning the credential were deferred because accounting firms refused to hire them.

In the late 1960s, firms began to hire and promote African-Americans; then during the 1980s, in the midst of complaints of “reverse discrimination,” the percentage of African- Americans working for public accounting firms declined, Hammond says. There also was a dearth in the number of African- American accounting professors to provide role models and encourage students to enter the profession. Organizations such as The PhD Project have since helped to increase the number of minority business school faculty.

Deloitte’s mentorship component may help chip away the historical challenges the industry has faced retaining minority accountants.

Ross says firms are challenged with retaining a diverse staff for several reasons.

“The small number of African-American partners and senior executives in public accounting gives the perception that there is restricted access to these positions,” says Ross, a founding member of NABA. “There is little incentive to go through the rigors required if they are ultimately denied access at the top.”

In 2003, Ross retired from his post as the Mid-Atlantic area managing partner of KPMG’s audit and risk advisory services and managing partner of the firm’s Washington, D.C. office. Minorities made up five percent of partners and owners at CPA firms in 2004, according to AICPA.

Additionally, there is a lack of mentors “that will open doors and assign them to engagements where they can get the experience to grow,” Ross adds. “African-Americans don’t always get on high-profile engagements where they can gain the visibility and the experience necessary to compete at the highest levels.”

--Cassie M. Chew

The ABC's of Diversity

Dennis Kennedy, Founder and CEO of the Texas Diversity Council recently sent
me a copy of their online newsletter DiversityFirst http://mic.fleishmanhillard.com/texas-diversity/abcs-of-diversity.html that I really enjoyed. I thought I would pass on this great resource and a sample of one of their articles called The ABC's of Diversity which was written by Virginia Moody, President and CEO of the firm Moody & Associates. Enjoy!


The ABC's of Diversity – Making Difference Matter

Courtesy of Dennis Kennedy

By Virginia MoodyPresident/CEOMoody & Associates


The global workforce today and beyond brings new challenges for diversity as we embark upon expanding the workforce to reach across borders into other cultures, or to invite other cultures to work within the American borders. The past "ABCs" of diversity have been challenged. Now we must take additional steps to understand the definition of "diversity" within a particular context or country. Then we must determine the core components of a successful diversity strategy based upon the country, the culture and the laws and policies appropriate for that country. Finally, we need to consider the measures of success for diversity in that country.


Doing business with and in foreign countries, with different cultures, different languages, skills and talents has replaced the previous "basic diversity awareness" of race and gender with an expanded list of areas to be considered. The old saying "When in Rome, do as the Romans do" is quiet appropriate. However, regardless of where we are, there remains certain "human rights" that should apply across the board.


Diversity means respect for all people and inclusion of all people, regardless of their backgrounds or experiences. We should ask these questions about our organization's commitment to diversity: Are opportunities really equal for all people with equal skills and talents? Is leadership in front of ensuring that diversity is the "norm" rather that the exception? Do all employees feel a part of the organization, feel valued and respected for who they are and what they contribute?


The bottom line for companies who are smart and want to remain successful for years to come is this — diversity is here to stay. In business, we all learn that there are some things we must do to survive. Diversity is the key to survival and to success.


THE NEXT STEPS: ASSESSING YOURSELF AND YOUR ORGANIZATION
Score, from 1 to 10 for each area, 10 being the highest score:


A – Assess your diversity temperature. Where do you stand on diversity. Are you sold on it? Do you believe in it? Do you understand it? Your Score: __________


Assess your organization. On a scale of 1 to 10, 10 being the best, where does your organization stand on diversity? Is your organization diversity smart? Does the organization walk the diversity talk? Does leadership believe in diversity? Organizational Score: ________


B – Do you have "buy-in" to the diversity initiative? Will you market diversity, ensure you speak up appropriately when things need to be addressed? Will you be a part of needed change? Will you help the organization to move forward?Your Score: __________


Does your organization have a diversity program? A diversity plan? Does your organization communicate their diversity policies and values?Organizational Score: _________


C – Are you committed to serving as a part of a diversity initiative within your community and/or organization? Would you serve as a mentor to a high school or elementary student to assist them in understanding the need to be non-judgmental toward others who may be different and the power in being inclusive?Your Score: __________


Does your organization have a special program that encourages employees to share their culture for better understanding and connections? Does your organization encourage participation in mentorship or cultural events to expand employee understanding of cultures, differences and the power of inclusion? Are there internal celebrations to learn about various cultures, skills, talents, and backgrounds that enhance the company's products and services?Organizational Score: __________


Lastly imagine a place where, regardless of who you are and what you are, you feel a sense of belonging, a sense that you have something of value to contribute to those around you. Imagine a place where your ideas matter and are respected, a place where you are encouraged to be a part of a greater good. Imagine a place where you believe you are treated fairly in the work place, in a restaurant, and within an educational system. Imagine a place where your salary is based upon your talents, your skills and your performance - and nothing else. Imagine a support system that says "success" first and there is no "second best."
Just imagine diversity at its best!

Establishing Mental Frameworks in Developing Your Professional Development Strategy

In a time of great marketplace opportunity and competition, yet continual diversity challenges, it is imperative that young African American professionals write and stick to a professional development strategy for their careers. I have seen some of the best and brightest undergraduate students, MBAs, and experienced professionals in their battle to stay competitive and upwardly mobile, lose their focus, neglect their individual professional development efforts, and often slip into mediocre performance. Ultimately the lack of a professional development strategy will lead even the best professional in a fog about his/her future and hinder many from taking necessary steps to continually advance and develop professionally. Smart and ambitious professionals need to always have a professional development strategy in place, and if they do not, at some point by default you may set into motion a process of long-term professional decline.


Today I facilitated an intense training/group coaching session on professional development strategy with Howard's Society of Collegiate Black Men organization. This group of polished and successful Howard men asked for a serious "executive level" presentation that was transparent and similar to that of some of my executive coaching and alumni sessions. The session was for two hours and covered in detail many of the concepts and issues behind developing and implementing a professional development strategy (PDS).

Some of the key concepts we discussed in our session:

Setting your goals to the highest of standards, and examine why you may have a problem in setting high goals for your career. This segment included a short discussion of various people, factors and influences present and past that may have influenced their thinking about themselves and may have caused them to lower their professional standards or expectations.

Setting high goals of salary expectations, wealth accumulation, and securing of financial resources. We discussed this in light of the fact that with high resource expectations, they must do a serious review and develop a detailed plan to identify and access resources, understand the market value of their talents across industries and remember the power of information, accessing and developing excellent council around them. We discussed how the great wealth of advisers, mentors, and scholars around them, particularly while in college could assist them in clarifying their goals, developing their plans and the healthy expectations necessary to move forward effectively.

We reviewed professional assessment instruments like the Myers Briggs Type Indicator, that would assist them in effectively gaging their leadership and performance styles and preferences, and ultimately how they can better manage how they may be showing up and interacting with others.

We also discussed establishing quality mentorships, and the critical aspect of approaching potential mentors by volunteering to serve them, adding value to the relationship, and ultimately proving themselves as worthy of the personal time and commitment of the chosen mentor. We discussed how people like to mentor people who remind them of themselves, and who like them also value character, work hard, service, intelligence, and the highest levels of professional follow-through.

We discussed the importance of establishing lines for feedback and accountability with employers, faculty, peers of value, mentors, and career coaches.

We discussed accountability, both to themselves and others that invest time and resources in their strategy.

We discussed separating themselves from mediocre thought, and people. Instead I recommended that they invest their time and commitments to the development and mastery of targeted information, development of new and invigorating professional networks, all of which would assist in their growth and ultimate value in the marketplace.

A theme throughout the session however was the importance of altering their mindset or paradigm around levels of success, and resources that they had access too. One of the key take backs for them from the session was if you are willing to invest the time and commitment to do the research, sacrifice, work hard, ask smart questions and brainstorm with peers, mentors, and available coaches that the development of resources becomes much more realistic and obtainable.

Spiritual grounding and Prayer. Enough said.

We of course had a worksheet for writing their goals, discussed establishing "hard" times lines etc., but what I believe the heart of the session was about was establishing the critical mental frameworks necessary in building a successful professional development strategy.

KRW

Developing Leadership with a "Multicultural Twist"

In a growing global and diverse marketplace, we all --yes Black folks that includes us too, need to examine how well we lead and grow opportunities amongst diverse people and groups in the US and around the world. Don't make the short-sighted mistake of some young professionals in thinking that your leadership skills will never have to extend beyond your "comfort zone," that is people that look, talk and act like you. Ring--Ring, I think that's your alarm...its time to wake up and join the new millennial marketplace!




I just read a great article in SHRM's HR Week entitled Leadership with a Multicultural Twist by Rebecca R. Hastings, September 2007. Take a look at this clip from the article, take notes and remember her points if you are looking for a professional edge! KRW

Most companies include employees from multiple races, nationalities, religions and age groups. To ensure that these teams are effective, leaders must adopt approaches that acknowledge the new multicultural environment, one author suggests.


"Today's leadership models, although they may differ from person to person and method to method, generally have a common bias toward Western- or European-influenced ways of thinking," says Juana Bordas, president of Mestiza Leadership International in Denver and author of Salsa, Soul, and Spirit: Leadership for a Multicultural Age (Berrett-Koehler Publishers, 2007). "We're leading as if our companies are filled with white men and, quite clearly, that's no longer the case."


According to the U.S. Census Bureau, by 2010 one-third of U.S. residents will trace their descendants to Africa, Asia, the Hispanic world, the Pacific Islands or the Middle East. In her book, Bordas says that the most successful businesses will be those that incorporate the influences, practices and values of these diverse cultures in a respectful and productive manner.
"Multicultural leadership encourages an inclusive and adaptable style that cultivates the ability to bring out the best in our diverse workforce and to fashion a sense of community with people from many parts of the globe," Bordas says. "It enables a wide spectrum of people to actively engage, contribute and tap their potential.


“Making sure that your workplace has culturally inclusive leadership will be one of the most important transitions you make into the new globalized world," she adds, not only to improve the working environment, but also to better engage the needs of a multicultural consumer base.

Bordas suggests eight ways to make the transition to a multicultural leadership model:

• Understand the roots of U.S. leadership styles. Expanding the leadership at your organization into a multicultural form requires an understanding of how Eurocentric and hierarchical leadership became dominant in the first place. Bordas says leaders need to learn about other cultures to adapt their leadership styles. "You can't just go to a seminar for a day and come out understanding why the old Eurocentric leadership models won't work in a globalized world."


• Think we, not I. Black, Latino and American Indian cultures are generally collectivist in nature and more tightly woven than Eurocentric cultures. As a result, they cherish unity and harmony. "To maintain these elements, people behave politely, act in a socially desirable manner and respect others," says Bordas. "People work for group success before personal credit or gain."


• Practice generosity, not greed. In communities of color, being generous is an expected leadership trait that indicates integrity and garners respect. "Just as employees are generous with their hard work, company leaders need to show generosity by paying employees fair wages," she says. Multicultural leaders are also generous with their time and concern for employees and customers.


• Flatten the leadership structure. The U.S. leadership model is often associated with mega-bonuses, big offices and special parking places. These types of perks can result in economic and social chasms between leaders and employees. “Today's high-powered CEOs are known for what they take," says Bordas. "But as the world flattens, successful companies will be those whose CEOs view themselves as just another part of the company and who place value in the expertise and innovation of their employees.”


• Help people learn to work better together. Despite outward similarities, every employee, manager or CEO is unique. Successful businesses are those that teach employees to accept small differences and work together for the greater good of the organization.


• Minimize conflict by reminding employees that they truly are "family." Aside from heading up different projects and managing different departments, company leaders are expected to bring together employees who may not get along. "In multicultural leadership, one step toward minimizing conflict is encouraging people to view each other as relatives," says Bordas. "It makes them feel a responsibility to find a way to coexist in order to benefit the company."


• Foster a culture that's accepting of spirituality. As long as no one tries to force his or her faith on anyone else, the entire workplace is free to learn from one another and be inspired by the values that underlie many faith traditions, such as hope, optimism and gratitude. Leaders can foster such a culture by being open about their own beliefs.


• Focus employees on a company vision. Most organizations have a company motto or promise that is meant to inspire employees and assure customers that only the highest quality product or service will be delivered, but some mottos may not represent the beliefs and attitudes of all employees. "In order to develop a company vision that truly reflects the diverse attitudes of your employees, think of it as a community vision," says Bordas.

Keep It Moving!

One of the old sayings we had in the late eighties, (yes I am dating myself) was Keep It Moving or "K" to the "I" to the "M"-- (yeah I like it for obvious reasons)!

I would like to resurrect "K.I.M" for today's entry. I know some of you may be frustrated in a job market riddled with inconsistencies, disparities, ambivalence, and out right discrimination toward young Black professionals...but Keep It Moving.

Talent is talent, and excellence is excellence, people can attempt to debate, deny, and try to redefine you all they want, but when the day is over it's all about who can deliver... Keep It Moving.

Stop distracting yourself with the delusional, toxic, and small-minded agenda's of the socially, professionally, and spiritually misguided, who's agendas are a reflection of their self-preservation, self-interest, and self-glorification. It doesn't matter if they are on Wall Street, Main Street, or Your Street, a snake is a snake, if they fit the profile, don't eat their "apples." Look to the real champions for answers, champions of the past and present who have answers, expertise, and have delivered against the odds...Keep It Moving.

Take a vacation from the "lifestyles of the rich and ridiculous," and the "reality" they are trying to sell you, turn off their channels, and change the dial to wisdom, education, and the people who love and need you to show up in your right mind. Take time out from the socially irresponsible "products" and "services" of the self-proclaimed social architects, and misguided "idols" of the media. Remember the "idol" mind is the devil's playground, so don't get stagnant, be strategic; give your dream, spirit and mind a chance to heal, reveal, and refresh. Forgive thieves that have violated your dreams, forgive those that don't believe in a better tomorrow, you may still love them and can help them sort it out later, but for now...you must Keep It Moving.

Carve out a rich and vibrant future, design your own brand of happiness and success. Yes future leader...its time to leave some "childish" people and behavior behind, and put some of those old "toys" back in the toy box, haven't you lost enough time playing "soldier" its time to be one. Like millions of African American leaders before you its time to transition, transcend, and transform your gifts, your world, your family and the many who are waiting for you to show up...Keep It Moving.

If you are wise you will embrace your journey and learn to face your fair share of bumps, dumps, and "punks" along your road to success---but rejoice and emerge yourself in the rich moments, relationships, victories, places you will encounter, inspire, and transform along the way. Receive the precious gifts of counsel from loving, wise, and accomplished people into your life, serve the less fortunate, look to the hills, stay on your knees, and Keep It Moving.

Kim R. Wells

kwells@howard.edu

What Part of "No" Don't You Understand!

As a young professional, student, and even senior executive, one of the most powerful professional tactics you can acquaint yourself with is the use of the word "NO." In our multitasking culture, many of us have unfortunately slipped into the bad habit of trying to please everyone and engage in everything. The fact of the matter is that all of your "technical toys" and your ability to multitask could lore you into a false sense of performance capability, or drain you of critical time, energy, and resources that should be applied to more important priorities or plans. If you are not careful you could quickly hit a critical mass of engagement with mismanaged initiatives or people, that could totally derail your goals, hurt your reputation as a high performer, eventually bring your high flying career to a screeching halt! Don't get me wrong it is great to assist others and be a team player, but be wise about it, be strategic, and do it under conditions and circumstances that are acceptable and reasonable for you.

The fact of the matter is that a strategically placed "no" will firmly empower you to focus on and engage in goals, priorities, and people that are valuable to you. When you can't say "no" by default you become part of the problem, by empowering "sloppy" and draining professionals, enabling dysfunctional administrative practices and cultures. You may want to also seriously consider "escaping" a culture were you can not say "no" to unproductive or poorly performing people or initiatives, this sounds more like a prison not a healthy and empowering environment!

Can you remember a "yes" that should have been a "no"? A "nonstrategic" or mindless "yes" can cost you hours, days, and even years of regret and aggravation- so don't get caught in the moment, find the courage to say "no," don't be every one's "guardian angel" or "cape crusader," you have a career and life of your own that you have worked hard for, and planned for, don't let mediocrity creep into your world by others that don't value your time and talents, and in many cases are not doing the right thing to begin with.


Samples of Tactical "Nos"

• Hard "No" - To the point, no hesitation, I simply don't have time, resources, or that is not my area of expertise.

• Soft "No" - I would love to assist, give your personal support of the effort, but recommend they ask someone with more time, or who's expertise, department, or commitments, are in better alignment with their request.

• Diplomatic "No"- Do not accept immediately, ask to get back to them. When you do have very specific examples of why their original request does not work for you-however, if under very limited and clearly stated conditions, including a precise and acceptable timetable, you may be able to provide limited assistance. Usually last minute and mismanaged people can not or will not be interested in working through rigid guidelines.

What do you think?

Kim R. Wells
kwells@howard.edu

The U.S. Employment Picture

Whether you are in the job market, or about to enter it, here are some recent statistics that may be of interest to you. - KRW

According to a recent article in the September The Career News WASHINGTON, DC --

Employment rose in September, and the unemployment rate was essentially unchanged at 4.7 percent, the Bureau of Labor Statistics of the U.S. Department of Labor reported early this month. Average hourly earnings rose by 7 cents, or 0.4 percent.

Both total employment (146.3 million) and the civilian labor force (153.5 million) rose in September, however, the number of unemployed persons (7.2 million) and the unemployment rate (4.7 percent) remained consistent. A year earlier, the number of unemployed persons was 6.9 million and the jobless rate was 4.6 percent.

In September, health care, food services, and professional and technical services continued to add jobs, while employment trended down in manufacturing and construction. Over the month, the unemployment rates for adult men ( 4.2 percent), adult women (4.0 percent), showed little or no change.

Bishop TD Jakes a Man With 21st Century Answers

Bishop T. D. Jakes—Ministerial and business visionary, entrepreneurial trailblazer, altruistic philanthropist, and spiritual shepherd to millions around the globe, is more than a man with a professional edge, but a man with an edge on life.

I am currently reading Bishop Jakes' new book Reposition Yourself, Living a Life Without Limits http://www.tdjakes.com/site/PageServer?pagename=ms2_homepage, I don't say this often, but this book will change your life. Bishop Jakes is a rare leader in our time that transcends his church ministry and his business TD Jakes Enterprises, and speaks life into the spirits, hearts and minds of many of today's young and mature Black leaders. If you do not know who this man is, well "Get Ready." His message is a powerful, timely, multifaceted, artistic combination of spiritual concepts, hard business strategy and tactics that has practical application to 21st Century life.

Take a look at the Bishop's daily Thought for the Day: http://www.tdjakes.com/site/PageServer?pagename=resrc_thought.

Let us know what you think- Kim R. Wells

VIKTOR FRANKL

Just after World War II, a psychiatrist named Viktor Frankl wrote a small and powerful book called "Man's Search for Meaning." Dr. Frankl was Jewish. When the Nazi's put him in a concentration camp, he began to study the people around him.


At that time, two schools of thought defined the basic human drive. One school said our basic drive is for power. The other said we are driven by sex. In the camps, however, prisoners had no power and were too weak for sex. Yet sometimes physically strong people withered while seemingly fragile people survived.


What was the drive that sustained their lives? Frankl saw that the strongest person, without hope, would perish. But many a weak person, with hope, could go on. What we hope for gives our lives meaning.


What is your life-sustaining hope?

Personal "Styles" That Could Be a Problem

Over the years heated discussions have taken place over the appropriateness of professional dress and appearance of African American professionals in the workplace. Amongst the debated issues have been the appropriateness of braids, ear rings for men, ethnic garb, visible body piercings, tightness and looseness of clothing, cut of dresses, jeans, ties, the definition of casual dress, and tattoos. We have all heard the horror stories about people wearing slippers, spandex, bright red "club/church suits" and the finest gators money could buy...yet they were surprised when they didn't get the job, never advance in their careers, or find that they can not get around the proverbial "brick wall" placed between them and anything that resembled clients, customers, and the public.

This issue is of particular relevance to African Americans, since many of us already face cultural biases at work, popular media stereotypes, and let's just admit some of us seem to suffer from "professional confusion"' and think we can wear the same outfits we wear to nightclubs and church to work. Hey not a problem if you wear nice conservative and tailored clothing to clubs or church, but if you think your bright red blazer, short minny skirt, low cut dress, or new green gators are impressing the boss, you may need some coaching.

The basic policy at most organizations is that they have the right to implement and enforce a dress code policy that they feel is appropriate as long as it doesn't discriminate. The problem is that interpretation of these policies can be extremely subjective, and difficult to enforce, and in many cases employers may simply exercise "at will" hiring privileges and release professionals without ever fully disclosing the actual reason was lack of professional tack, savvy, and poor projection of the corporate image or brand.

General Rules of Thumb:

• Dress in the direction of being conservative, defined by leaders in the business and industry you aspire to.


• Tattoos should be covered - For those that don't have them, make sure that if you decide to get one that you can cover it if needed, or else choose an industry/lifestyle where it is accepted.


• Hair, especially if unsure should be conservative, reflective of current leadership and brands of the organization.


• Dress should be loose fitting but not hanging off or revealing private body-parts.


• Tight clothing, sends certain messages about your business/professional savvy, acumen, and level of competency, if these messages are negative, the tight clothes only mean you have "one physical competency" and that needs to be sorted out on your own personal time... if you know what I mean.

Unfortunately some so-called stars and public figures have done a self-serving "sales job" of labeling most Black people to the masses as thugs, loose in our morals, non-professional, incompetent and running around looking for our next sexual conquest. You may not like it but those are real stereotypes we all need to put to death every time we walk in the room and command our place at the table as leaders, intellectuals, and business people.

Kim R. Wells

Let us know what you think.