Black Talent Matters Too!

4 actions to create a movement, not just a moment

As an avid LinkedIn junkie, I typically take time daily to review the career insights and updates from those I follow and those that follow me. Happily, I’m pleased to report that since the civil unrest following the George Floyd murder, I have noticed a significant number of Black professionals being promoted, placed on corporate boards, and moved into C-suite roles. While I’m sure that many of these moves can be tied to the “corporate awakening” associated with the civil unrest, in reality, many of these organizations took inventory of their Black talent, realized it was abundant, and that, in many cases, it was underutilized.
 

However, while we can applaud such examples of true corporate responsibility, I am hopeful that what we are experiencing in the promotion of Black talent is not just a reaction of the moment, but the foundation of a movement—one that is intentional AND deliberate, as I am reminded that the road to hell is paved with good intentions. Intention is often only “aspirational.” To be deliberate, however, demands meaningful action. Such action requires an organization to incorporate long-term behaviors into its culture, processes, and procedures—behaviors that become part of the corporate DNA to maintain sustainability.

During a recent engagement with a client determined to make recruiting, developing, and promoting Black talent a “movement” and not just a moment, we explored several steps to aid in this effort. While not an exhaustive list by any means, the framework focused on the following:

One of the biggest competitive advantages any company can have is its human capital. For the foreseeable future, the fight for talent will be one of the biggest challenges organizations will face. The companies that win the battle for talent will be those that implement inclusive strategies to capture and groom talent “from the classroom to the boardroom.”  Considering the demographic shift we are experiencing in America, these strategies must include a focus on Black talent. In addition to recruiting Black talent, these organizations will:
 

In all likelihood, once you perform Step 1, you will identify Black talent within your organization you never knew existed. You will find them at all levels, functions, and tenures, and they will all share one or more traits:    
 

Smart organizations realize the significance of identifying these hidden gems and exploring ways to leverage their skills for the betterment of the organization. Perhaps they’ve been buried in finance, but their strength is in strategy and planning? Or maybe their desire to join your organization because of its brand caused them to accept a role in operations, hoping to move into marketing when the opportunity presented itself.

However, after a few years, the organization has labeled them as an “operator” and can’t envision them adding value elsewhere. To make matters worse, the associate was an average operator, but with their education and background, could be a superstar in marketing. Redeploying these under-utilized associates to areas where they can add more value, be more productive, and experience greater job satisfaction, can be a major win-win for the associate and the organization.

As a member and former board member of the Executive Leadership Council, an organization made up of the highest-ranking Black senior executives in America, I’ve learned that most of us have one thing in common: Over the course of our careers, we were identified as high potential individuals, and were privileged to participate in special development programs that provided experiences, education, and leadership training to bring out our best. Like diamonds, we were polished to let our color, cut, and clarity show off our brilliance.

Over the past decade or so, we have seen scores of companies create such programs to increase the ranks of women in their organization. And while there is still a disparity, it cannot be argued that the number of women in the C-suite has increased exponentially. Such programs serve as a sort of “finishing school” that exposes its participants to information, experiences, and relationships that provide them with greater perspective and confidence, which then serves to enhance their executive presence. They leave such programs thinking and performing at a higher level, with the courage and confidence to take their careers to untold heights.

Because most decision-makers and leaders atop the workplace pyramid are non-Black, it stands to reason that your organization’s DE&I efforts MUST include these leaders. In a recent study by McKinsey released in February 2021 titled “Race in the Workplace,” 67 percent of Black associates reported not having access to a sponsor. While it is never ideal to ever force leaders to take on the role of a sponsor to anyone, I’ve found that organizations that make inclusive talent development a priority will have a leadership team focused on identifying and sponsoring top talent wherever and in whomever it exists.

To be clear, while it is important to invest resources in the development of ALL workers in the organization, the reality is, without a dedicated focus on under-represented groups, organizations may not be realizing the full ROI that could be realized.