Few weeks ago, I read the report “Culturally and Racially Marginalised Women in Leadership - A framework for (intersectional) organisational action” released by Diversity Council Australia (DCA).
“We use the term culturally and racially marginalised (CARM) to refer to women who are not white. Research indicates that it is this group who experiences racial marginalisation. This group includes women who are Black, Brown, Asian, or any other non-white group, who face marginalisation due to their race.
The term “culturally” is added because these women may also face discrimination due to their culture or background. For example, a woman who is a Muslim migrant from South Sudan may face discrimination because of her race and her religion and cultural background.
Our category of CARM women was intended to be inclusive of cis women, trans women, as well as non-binary and/or gender diverse people who identify (or are identified by others) as CARM women.” ~Diversity Council Australia, A note on language: Culturally and Racially Marginalised Women at Work
Evidence shows that CARM women are ambitious, capable, and resilient. Yet they continue to face the invisible ‘glass-cultural ceiling’ – being held to higher standards, under-valued, and overlooked for senior leadership positions. Two-third of CARM women surveyed feel they need to “act white” to get ahead at work. Many also reported experiencing racism, sexism, and unconscious bias (e.g., assuming they worked in a lower status job than they did) in their workplace.
The report has gotten me thinking: What stories have I been told about leadership? What does true leadership look like to me?
My Experience as a CARM Woman.
For the 10 years when I worked as a pharmacy manager, I had always been very self-conscious of my diverse background (being a Chinese Australian female who’s hard of hearing, single and child-less, and introvert) – and how people might perceive me, in terms of race and culture, disability, relationship status, and personality.
I believed I needed to work twice as hard as other people (who are white, extrovert, able-bodied, coupled with children, and extrovert) to get recognised and I could not afford to make any mistakes in the workplace.
I used to spend countless hours writing and editing my emails and documents, making sure everything, from grammar to the choice of words, font size to the indent of each bullet points, was flawless.
I often took work home, reading through hundreds of pages of documents and references, and making detailed notes backed with facts and data. I wanted to be 110% prepared for any questions that I might get asked in meetings.
I was extremely careful when I made decisions at work. I would consider all perspectives, examine my own biases, and weigh up each option and their impacts on people of different backgrounds and personal circumstances.
I admired colleagues and friends who were always so sure of themselves and never afraid to voice their opinions. I tried to copy their behaviours and styles, be more vocal at meetings, and force myself to attend networking and social events.
Yet I kept receiving feedback that I needed to be more direct and assertive when dealing with issues in the department and speaking up more confidently in public forums. Despite an otherwise glowing performance review year after year, I felt like I failed as a manager and that I would never be cut out for senior leadership.
The Turning Point.
Until six years ago, I read Susan Cain’s Quiet: The Power of Introverts in a World That Can't Stop Talking. That’s when I started to realise that I could a leader as I aspired to be, without conforming to societal and cultural norms. Here are nine quotes from the book that had helped rebuild my self-esteem and confidence:
“We live with a value system that I call the Extrovert Ideal—the omnipresent belief that the ideal self is gregarious, alpha, and comfortable in the spotlight.”
“Don’t think of introversion as something that needs to be cured.”
“Don’t mistake assertiveness or eloquence for good ideas.”
“We don't need giant personalities to transform companies. We need leaders who build not their own egos but the institutions they run.”
“…it makes sense that introverts are uniquely good at leading initiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtuous circle of proactivity.”
“The most effective teams are composed of a healthy mix of introverts and extroverts, studies show, and so are many leadership structures.”
“Introverts need to trust their gut and share their ideas as powerfully as they can…The trick for introverts is to honor their own styles instead of allowing themselves to be swept up by prevailing norms.”
“Use your natural powers—of persistence, concentration, insight, and sensitivity—to do work you love and work that matters. Solve problems, make art, think deeply.”
“Everyone shines, given the right lighting.”
My Kind of Leadership.
There is no need to be loud, outspoken, and outgoing to become a leader. A gentle and quiet leader can be effective, impactful, and inspirational. Like Rosa Park, Ruth Bader Ginsburg, and Jacinda Ardern.
To me, true leadership is about being authentically human and being of service to others. It is about taking people on a journey toward a shared vision of collective goodness. It is about walking with people side by side through the good, the bad, and the ugly. It is about daring to do hard things, being okay to make mistakes, willing to learn and share the lessons. Last but not least, it is about cultivating love, equity, dignity, and respect for all.
We all have unique gifts to give. We all have the potential to lead. We all have the power to make a difference. The world needs more diversity and more variety to flourish and thrive.
“ There is no need to be loud, outspoken, and outgoing to become a leader. A gentle and quiet leader can be effective, impactful, and inspirational.” ❤️❤️❤️