Donald fires Carolyn, Trump kids benefit: A lesson in affirmative action

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Donald Trump fired Carolyn Kepcher, which is obviously big news if you watch The Apprentice, and still big news, though in a less obvious way, if you don’t.

Kepcher started her career as a waitress and she worked her way up in his organization. Recently she has become a counterpart to Trump (and generally more respected than he is) as the sidekick on his TV show the Apprentice. More importantly, she is a widely listened to speaker and author about how women can maneuver in the workplace.

But Carolyn will be fine. She’s talented and smart and she’s probably fielding great offers as I type.

The important thing here is nepotism. Donald fired Carolyn because he realized that he gave her a spotlight to run with (which she did, good for her), but he would rather be giving it to his kids – Ivanka and Don Jr. No big surprise. Most people with power want to give it to their kids. And most powerful people are white males, so white males are busy distributing power in an unequal way. Sure, Ivanka Trump benefits too, but only because she’s the daughter of a rich white man.

What about the people who are not children of rich white men? They do not receive as many opportunities to become powerful. Just look at the admissions process for top universities. If you are an alumni (and a majority of Ivy League alumni with college-age kids right now are rich, white men) you have a much higher chance of being accepted to a top university.

Everyone who complains that affirmative action is unfair should take a look at how Trump is running his organization. Because it’s not unique. And he is using a tried-and-true version of affirmative action for his family.

Affirmative action for minorities in the workplace is not a way to give minorities an advantage. It’s a way to counterbalance the combination of a concentration of wealth among white men and a strong history of nepotism in American institutions.

I’m happy that Donald fired Carolyn. It’ll give everyone a great example to point to when we talk about unfair advantages in the workplace.

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Race matters too; but saying that is hard

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In response to my post about how to choose where to live, Ayann wrote a comment saying that race is a factor as well. She’s right. And the truth is that my husband and I talked about race constantly during our decision making process because he is Latino and, therefore, so are my kids.

My husband has spent his life living in Los Angeles and New York City. I had to push very hard for him to move to Madison, Wisc., where the Latino population is less than 5%. My husband’s hesitancy to move to an all-white neighborhood is understandable. His family is almost all first-generation immigrants, and the discrimination I have seen them face is incredible. I would have never believed how ubiquitous it was until I had seen it myself.

I have written about how research shows that my children will face discrimination in the workplace because of their Latino last name. But I want to believe that they’ll be fine in Madison — that somehow goodness will prevail and people will not discriminate.

City ranker Richard Florida has a race index, sort of. He counts the gay population as a guideline for tolerance for new ideas and diversity of ideas. Madison did not score incredibly well on this index. Madison is no San Francisco, to be sure. But it’s not Confederate flag-flying either. Madison, like most of us, is somewhere in between.

One of the quirks of my marriage is that my husband routinely points out to me how I say racist things. I don’t even notice it until he shows me. But I am pretty sure that most people are saying racist things, even if they don’t mean to. I must be uncomfortable talking about this because I wrote a whole piece on my decision making process and didn’t mention race once.

One of the best things we can do to squash racism is to believe in ourselves and in our neighbors that we can beat it. I’m doing that as I move to Madison. Another thing that helps fight racism is talking about it. That’s something we can do right here.

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Battle cry against power tripping

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Here’s a new word for the workplace: Rankism. File it in your brain next to racism and sexism. And brace yourself for a big change at the office, because rankism is another kind of discrimination we should not tolerate.

What’s rankism, or rankist behavior? It is hiring an intern and ignoring her all summer. Or pointlessly yelling at the receptionist about a manager who is late. Or a professor taking credit for a graduate student’s research. All these are examples of people who think they can treat someone disrespectfully because of their lower rank. The Devil Wears Prada has tons of juicy examples — as well as snappy fashion and a happy ending to make the story acceptable.

But rankist behavior is never acceptable. And Robert Fuller, the man who came up with the word rankism, is on a mission to end it. His big idea is that people have a right to be treated with dignity no matter where they are in the pecking order. He’s part of what’s become known as the “dignitarian movement.” (He’s written two books on this topic: Somebodies and Nobodies and All Rise.)

Wondering if you’re at a job where you’re treated with dignity? You need to receive recognition, humane treatment and a living wage.

If your job doesn’t qualify, you need to speak up, which is hard to do, but having a word to identify the problem is half the battle. “Vocabulary changes thing,” says Fuller. “The Feminine Mystique referred to the ‘problem without a name.’ Sexism was not a word until five years after that book came out. Once the word sexism was available women had a weapon to make demands.”

Fuller wants you to take cues from the success of that movement. Say, “Hey, that’s rankest,” the same way you’d say, “That’s sexist.” But don’t yell: “Having the words rankist and rankism will give workers in every line of action a battle cry. They won’t scream at the top of their lungs. They will mention it calmly and cause the person on top to look at their actions.”

Here are five more steps you can take to combat rankism in your own work life:

1. Get a good read on potential managers.
Management sets the tone of respect or disrespect at work. So sniff out offenders before taking the job. Vanessa Carney works at Let’s Dish, a food preparation company. “The management team here is genuine,” says Carney, “The people who run this company have a good attitude and it trickles down.”

Carney was especially impressed when the owner of the business sat down with her after a few months to find out what, exactly, she wanted to do in her career.

2. Let people know that rankism matters.
Probably those behaving this way are not even conscious that they’re doing it. In one study about harassment, most people who were disrespectful were not aware of it–they thought they were making jokes at the time.

“They are misguided comedians,” says study author Catherine Hill, director of research at American Association of University Women. She also found that people respond to what they perceive as cultural norms. So speak up when you see it, even if you are not on either side of the exchange.

3. Don’t accept rationales for rankism.
Common refrains are “This is the only way the business can work,” (to justify long and unpredictable hours), or “I got through this so you can too,” (to justify hazing-like practices).

Joanna Vaillant is a management consultant — a position known for difficult work conditions. But she did research to find a consulting company that respects its employees: Boston Consulting Group. She recommends talking to people who work in the company about the company. “In business school I talked to classmates who worked at different companies,” says Vaillant. And she chose well. She recently got married and received assignments that would allow her time and headspace to prepare for that big day.

4. Take a bad job.
Working at a low-level job is not just a headache, it’s an integral part of your personal development. A big barrier to fighting racism and sexism is that if you are white you don’t know what it’s like to be black, and if you are male you don’t know what it’s like to be female.

But everyone can work in a low-level job — especially in the service industry where the exposure to rankest behavior from customers is huge.

5. Consider leaving.
One of the scariest things about demanding change at the workplace is the prospect of getting fired. But young people today — those invariably filling up the entry-level positions — switch jobs often. So the risk of offending your current boss for speaking out against rankism does not seem that big a deal.

The workplace is ripe for eradicating rankism. The youngest workers are optimists about their ability to change the world and passionate about valuing diversity. Also, in poll after poll, young people report less interest in money and more interest in the quality of work and the quality of life work affords. So it makes sense that now is the time for the dignitarian movement, and we should all jump on board.

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Make time for big ideas: Twenty minutes

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I interview two or three people a week for the various columns that I write. One thing I have learned from this is that people can tell you the major ideas they have in about twenty minutes. After twenty minutes you end up getting into the details of the ideas — probably more than you need to know.

So it was not surprising to me that the TED conference limits speakers to about that amount of time. What was surprising to me was how much I enjoyed watching the videos of lectures from the conference.

Before I go on, though, let me just say that TED is totally elitist, and the selection of speakers is absurdly imbalanced among men and women. But when it comes to your career, you should take advantage of all opportunities to converse with very smart, interesting people. I have noticed that I learn an incredible amount from interviewing interesting people — more than when I just read an article about them. Getting a chance to see the lectures at TED, (for free!) is not a conversation, but it’s better than reading about it.

So, each night or so I am watching one video. I don’t have the attention span to just watch, so maybe it’s good that I didn’t go to the conference. I answered email during Tony Robbins, but still, you can’t say he’s not inspiring. I was riveted during the Majora Carter video. She’s a great speaker (I shed a tear) and she talks about the politics of green space in urban areas. I didn’t know anything about this topic and I can honestly say she showed me a different way to look at things.

I found out about the TED videos from Guy Kawasaki’s blog. I check his blog out a lot because he writes about big ideas. There is so much to read online, but it’s easy to surf and surf and never get to a big idea. Force yourself to find them — that’s how you’ll grow.

The Wall Street Journal tries to guilt women into giving up maternity leave

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The Wall Street Journal gives terrible advice this week on “going from maternity leave to permanent resignation.”

Columnist Sue Shellenbarger writes, “Once a mother is absolutely sure she isn’t going to return to work after maternity leave, I believe she’s obligated to reveal her intentions to her employer.”

WHY? There is no description in the column about the genesis of this obligation. Is it a moral obligation to protect corporate America from having to support families?

Listen to me: Take that leave, and don’t feel guilty. The United States is the only country in the developed world that does not provide national, paid maternity leave. So the few women in the US who can actually take maternity leave have EARNED it. The law gives these women the RIGHT to take that maternity leave regardless of what happens afterwards.

Shellenbarger also warns that you will “burn your bridges” by taking maternity leave and then quitting. She writes this as if it’s a national trend to rehire women after they take extended leave for children. In fact, it’s just the opposite: Most companies do not take you back after leave. And companies that do are notable exceptions. (Anyway, I would not even want to go back to a boss if he were the bitter-about-maternity-leave type, so why bother appeasing him?)

Here’s the advice the Wall Street Journal should have given: Don’t tell anyone at work that you’re not coming back after the baby. Collect all your maternity leave money and do not feel guilty. Call at the end of leave and say you’re not coming back. Tell your boss you’re sorry to put him in a difficult position, but everything feels different once the baby is there. That is true. It is not lying.

Please, do not feel guilty. That women take maternity leave and then quit is a result of the system being totally flawed. It is absurd to presume that women know if they want to continue working before they know what it’s like to be home all day with a baby. And it is unreasonable that the workplace cannot provide a decent number of baby-friendly jobs so that women who want to continue working can without compromising their own health (exhaustion) or their baby’s (too much separation).

In fact, quitting right after maternity leave is not so uncommon, says Laura Shelton, who has done extensive research about Gen X women at the office. She suggests that advice like the Wall Street Journal’s is a result of a generation gap — boomers like Shellenbarger just don’t get it: Boomers fought to get women into he workplace but boomers ignored maternity benefits.

Maybe your boss will take some advice from Shellenbarger’s source, Don Sutaria, who gives companies some good advice: Hire a temporary worker who could stay on as permanent if the maternity leave turns into full leave.

And while you’re pregnant, train the temp well. This will make you feel better if you decide not to return to work, and it’ll even make you feel better if you do return because someone will have kept your work in order.

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What it’s like to be black at work

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The business pundits can write forever about how important diversity is. But we are not achieving it, and the people losing out the most are black men. Associated Press writer Erin Texeira did the world a favor by writing an article that describes the black man’s experience of confronting constant racism, especially at the office.

The piece is shocking and heartbreaking. Each of us should aspire to use our own position in the workplace to change the current situation for black men. But nothing will change for black men at the office until there is broad awareness of what the problems are. So the first thing you can do is read the article.

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Big news for Episcopal Church, and we all benefit when one industry shines

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Overheard at synagogue: “I would like to grow up and become a rabbi like you, but my dad doesn’t think women should be rabbis.” From the head rabbi’s seven-year-old daughter to the assistant rabbi who is a woman.

Religious groups seem to be one of the last standouts — along with coal mining and construction — where people feel free to openly declare that women should not hold top jobs. Don’t get me wrong, people in other fields are thinking it. But they know to talk in low voices.

Yesterday, the AP reports, “Jefferts Schori, bishop of Nevada, was elected Sunday as the first female presiding bishop of the Episcopal Church, the US arm of the Anglican Communion.” She has an advantage over other women rising in religious organizations in that she has worked as a pilot and an oceanographer, other fields that are male dominated. Sharing ideas across industry lines is critical toward diversifying leadership in any given industry. In this sense, Schori is a one-woman meeting-of-the-minds.

But Schori is unique in that more than other fields of business I know, women in the pulpit have separated themselves from women who are breaking down gender barriers in other professions. While women in engineering, for example, align themselves with women in marketing and mentor each other, women in the pulpit are less likely to see themselves in the same boat as these other women.

But they are in the same boat: Religious organizations have office politics and salary issues; there are issues over who gets their own secretary and there are issues with sixty-year-old men who think they’re still working in an era where it was legal to specify gender in a help wanted ad.

The good news is that there are “more liberal attitudes toward women in leadership positions among those in younger generations,” and the gender divide is decreasing quickly among younger workers. Example: A female rabbi I know was interviewing for a job in a large synagogue. A male congregant stood up and asked, “How can you do such a demanding job as this one and take care of your kids?” A younger male congregant stood up and said, “That’s an illegal question. Don’t answer it.”

No matter what your business situation is, you should keep an ear to the ground about how people in other industries are changing the rules of management and success. There is a large and inclusive base of people who want a flexible and tolerant workplace. Align yourself with those people. You don’t have to do this alone, even as a priest or a rabbi.

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Think about workplace diversity in terms of experience

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Just about every major business publication has run something about how diversity improves business performance. If you are on a diverse team, you’ll probably have more success than if you’re on a homogenous team. And, to some extent, we can each control the teams we’re on.

For one thing, you should pick companies to work for that have a diverse group of employees. You can also do what you can to build your own diverse teams.

One way to think of diversity is race. A professor at the University of Chicago conducted a study about workplace racism in which he sent 5000 resumes to want ads in Boston and Chicago. He sent duplicate resumes, but changed the names. The names that sounded white (Emily Walsh) were fifty percent more likely to get a call back than a name that sounded African-American (Lakisha Washington).

You are probably saying to yourself that you would never be racist at work. But that is probably not true. Because almost no one will admit to being racist, but a lot of it is unintentional, and it’s definitely not limited to the scope of that resume study.

While you’re busy denying that you’re racist, consider that diversity is not all about race – or gender, for that matter.

I had an eye-opening experience when I wrote an article for the LA Weekly about medical issues for “non-whites”. I could not write “minorities” in the LA Weekly, because in LA, Hispanics outnumber whites. (Interesting side note, from the article: Many top doctors who study this topic are advocating separate but equal treatments for blacks and whites.)

So, try thinking about diversity in terms of experience. Look for diversity in economic experience, in schooling, politics. The June issue of Harper’s magazine ran a little piece about how “living libraries” that have taken place in Denmark, Hungary, the Netherlands, Norway, Sweden and Portugal. The idea is that there are real people that you can borrow for an hour in order to explore your own prejudices and stereotypes. Here are some examples of the kinds of people you can borrow:

Animal-rights activist, black person, bureaucrat, environmentalist, ex-football hooligan, ex-illiterate person, e-neo-Nazi, feminist, Jew, Muslim, priest, unemployed person, asylum seeker, blonde woman, disabled person, ex-drug abuser, ex-homeless person, ex-prisoner, gay person, lesbian, police officer, skateboarder, vegetarian.

The charm of the list, of course, is that we each ask ourselves who we have the most prejudice against. For me, it’s the football player. I’m not sure, frankly, that I’ve ever talked to one for more than a couple of minutes.

So maybe diversity you need to create in your work teams is as wide or as narrow as the kind of experience you are missing in your own life.

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Learn to be a leader in tolerance

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Here’s a piece in the Boston Globe about learning how to react constructively when someone makes offensive comments at work. In fact, the majority of people, it appears, will say nothing, even though a comment offends their sensibilities.

Decades of research into bystander apathy shows that people freeze when they are in a group. “In one 1969 laboratory experiment, people were put into a room where they heard someone behind a curtain moaning about a hurt leg. Seventy percent of those who were alone offered help, compared with just 40 percent of those who were with a stranger.”

This does not surprise me. I am Jewish but for some reason, bigots do not realize that I’m Jewish. So I hear a lot of slurs against Jews and they always catch me off guard. Once my boss made a comment about getting “Jewed” out of something, and I said, “I’m Jewish.” Certainly, there are better responses — one that would educate, perhaps. But I couldn’t think of one on the spot.

I remember as a kid being told by the “Just say no” campaign how important it is to rehearse beforehand. I think this is true for diversity training as well. It’s very hard to come up with the right thing to say in the moment, but it’s important. To be a leader at work, you need to be a leader at bringing tolerance to the workplace. People who matter will admire and appreciate you for this.

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5 overlooked rules of management

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All managers have one, shared goal: Get a promotion. But many times, the job of a manger is so multifaceted and detail-laden that the manager loses site of that big picture. Here are five jobs of a manager that are often lost in the muddle of managing smaller, day-to-day issues.

1. Manage conflict
Avoiding conflict is for people who want to lay low and move up by dint of inertia. This plan will take you only so far. At some point you have to meet conflict head on and show that you can resolve it. Think about this: At the highest levels of management, leaders are essentially gathering competing opinions from the very informed and making a decision based on conflicting recommendations. Conflict at your level, e.g. “Karen is late on every project and I don't want to work with her on the next one,” is preparation for the next level. Don't shrink from this stepping-stone by hiding in the sand until the conflict resolves itself. Managing conflict allows you to become an arbitrator and negotiator, and most of all, someone who has developed good judgment on hard calls.

2. Manage your personal life.
You are kidding yourself if you think people don't see what's going on with you at home. Are you getting drunk every night? Are your finances a mess? You might live a fantasy that you are hiding bad behavior from co-workers, but stress shows up in nonverbal, unexpected ways that make people uncomfortable to be with you and worried about your competence. People who seem to have shaky lives at home seem like time bombs at work. So instead of trying to hide your personal life, redirect that energy toward improving your personal life. You might not have as much focus for work in the short term, but in the long term you'll be in better shape to manage effectively.

3. Manage hearts and minds
Sure, you need to manage budgets, schedules, and strategy. But if you don't have peoples' hearts on your side, your team won't over perform for you. The easiest way to win the hearts of your team members is to genuinely care about them. You can't fake this. So if you don't genuinely care about people who work for you, ask yourself why you are in management. (There are plenty of big, rewarding careers that don't include management.) Management is about helping people to be their best. Once you genuinely care about people, you will be able to find out what excites them, and you will help them reach their goals at work. Which, invariably, will shine favorably on your own workplace performance.

4. Manage diversity'
Diversity is not popular right now, when so many people worry about their job going overseas. But study after study shows that diverse teams perform better than homogenous teams. And besides, diversity doesn't mean hiring someone in Mumbai. Managing diversity starts by hiring someone who is not like everyone else on your team. Then do it again and again and find a way to make the team gel. Diverse teams are more difficult to manage — there are more opinions, more preconceptions, more quirks, and more conflicts. But top managers can leverage these difficulties as a means to establish more innovative planning. After all, no one became great by surrounding themselves with people who think like everyone else.

5. Manage a successor
If you're doing a good job, it's hard to convince your boss to promote you; he has no idea who will take your place, and he risks his own job performance by letting you replace yourself with someone who might not be as capable. Instead, train someone in-house to take over your job as soon as you have a handle on it yourself. The person should be practically doing your job so that you can find areas where you can take on more responsibility before you ask for a promotion. Managing a successor allows you to first lead without the title, and then to ask for the new title. And more money.

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