Issue link: https://digital.copcomm.com/i/3108
ing any investigation of workplace discrimination. But that doesn't mean the whistleblower won't suffer no matter their lofty position. Executives have a way of exacting revenge without actually firing someone. Prestigious assignments are taken away or promotions are denied to name a few. I can hear many of my African-American friends now who think the silence of their brother or sister in manage- ment is actually condoning discriminatory behavior. They grow resentful and turn their back on the person they previ- ously revered if they don't fight discrimination at all cost. In the late 1990s, a wonderful opportunity came my way to produce programs for a major cable network. The oppor- tunity for growth and advancement were tremendous. I thought I had the inside track on one of the positions due to my personal and professional relationship with the host of the program. Interviews were arranged with the executive team. The first interview went great, with the promise to expect a fol- low up call. As promised I was called for a second, third, forth and fifth interview. In the meantime, several of my friends and co-workers at the time were also being inter- viewed. All were hired after just two interviews, six people in total. The obvious questions started to settle into my subcon- scious. Was I being discriminated against? Had I interviewed poorly? I had a higher skill set than everyone hired. How did I know this? I worked with all of them and had some input into their performance evaluations at our employer. Weeks passed. I received a call from the same organiza- tion for a sixth interview. I had never met or heard of the person who reached out to me for this final interview. Much to my surprise, when I arrived at their offices, a secretary escorted me to the same office I sat in the previous five times, but the occupant was a highly intelligent African-American woman. Alicia (not her real name) was the new supervising producer. Her hiring was not only a result of her top-notch skills as a producer, but she had a personal and professional relationship with the executive producer. Alicia was unaware of my five previous interviews until I broached the subject during our meeting. She was stunned that I had been passed over so many times. Alicia asked me to wait as she stormed out of her office and headed to the executive producer's office right next door. The walls between the offices were so thin I could hear their entire conversation. Alicia never invoked race into her inquiry about my employment status, but her support of me based on professional competence was obvious. Two hours later I was offered and accepted the job despite what I soon dis- covered was a pay inequity. In less than a year, given the opportunity to prove myself, I made up the pay discrepancy and quietly went on a mission to become the most indispensable employee in the organiza- tion. One year later we underwent what can be termed a restructuring. A staff of 70 employees had been cut to six. I was one of the six who remained. We rebuilt the team with new hires and I became the senior producer and co-manag- er of over 60 employees. Was my earlier failure based on discrimination or a deriv- ative of discrimination, ignorance? Alicia stuck her neck out for me. Without her, I wouldn't be writing this article today. It was through her that I learned the travel business. Alicia and I never discussed my case as one of discrimi- nation – it was simply the right thing to do. But in research- ing this topic, I was alarmed to find several stories where a Black executive stuck their neck out in the name of equality only to have it chopped off by the very employee who approached them with charges they were experiencing racism in the workplace at the hands of others. I was once charged with investigating a discriminatory complaint. I found merit in the charges and took my con- cerns to the executive team. When the investigative team (a private firm) approached the accuser she denied her claims of racism. I was hung out to dry and my relationship with the executive team soured. Fighting discrimination in the workplace is a treacherous road for any Black executive. It's a multifaceted façade that Black executives have grown weary of wearing. Do you risk your job or lose your soul? Trust me, the choice isn't as obvi- ous as it might appear, especially if you have a family to feed. If, as the Black executive, you decide to follow through on those complaints or observations, choose your battles wisely. Take a step back and evaluate the situation. Do any issues perceived as race-based bear legitimacy for some other rea- son? The Black executive can get stuck in a real trap if they assume everything is based on race, sexual orientation or gender bias. Second, and most importantly, if you decide the issues of discrimination are legitimate, document everything – obser- vations, emails, dates, times, quotes, specific examples – estab- lish a solid paper trail. Third, think carefully about the person or persons you must confront on the executive staff. This is a situation where being a workplace psychologist or psychiatrist comes in handy. Has the executive dealt with issues of discrimina- tion before, if so how? Does this person hold your career in their hands? While that question shouldn't matter, we are in denial if we don't consider their response. You must prepare if there's even the remotest possibility that the executive will retaliate. In all cases, a human resources professional is the best place to raise discrimination concerns. Be solution oriented. If you've identified a pattern of dis- crimination, offer suggestions to help solve the problem, even if it's not your area of responsibility. Often, this will help soften the blow and save your career. Position it in such a way that you are protecting the company and its bottom line. I don't know of a corporate executive on this planet who would resist protecting profits and embarrassment. At the end of the day no one can tell a Black executive how to handle the workplace discrimination of others. A for- mal complaint is fraught with peril that once filed must be investigated, which means you will have to deal with the issue head on. No matter how well entrenched in the execu- tive ranks a minority might be, workplace discrimination is like a cancer in slow remission. Black Meetings & Tourism April/May 2009: www.blackmeetingsandtourism.com 56