Racism is a virus. In an effort to bring awareness to the issues that Asian Americans face, “More Than a Minority,” is a series of articles that focuses on the Asian American experience and the economic impact of racially charged language on Chinese-owned businesses. Compiling economic evidence, anecdotes from working professionals, and my own personal experiences, I seek to examine pressing issues that my community is facing during this restless time. Let me be clear: this series is not meant to detract from the Black Lives Matter Movement, but rather, to promote allyship between both communities. Our liberation is bound together. I encourage you to continue sharing your voice, loudly and proudly, as we fight for a world where the color of our skin does not define our opportunities. –Sarah
Asian Americans are the most represented racial group in the workforce but are the least likely to hold managerial positions.
August 17, 2020, 11 am EDT
Written by Sarah Chu
Many people aren’t aware of another glass ceiling that is 3.7 times harder to crack. Part of the issue is that it is hidden in plain sight.
Overlooked in the timely diversity discussion, Asian Americans, more stereotypically known as the most “successful” racial group, are forgotten in the glass ceiling conversation. A recent article by HBS contributors, Buck Gee and Denise Peck, find that Asian American white-collar professionals are the least likely racial group to be promoted into Silicon Valley’s senior leadership, even though they are the most likely to be hired into technical roles – a result more commonly known as the bamboo ceiling.
For Gee and Peck, the uncovered fact was “painfully obvious”: the 19-page diversity & inclusion (D&I) report from a large Silicon Valley company never specifically addressed Asian Americans. Despite their exceptional credentials, Asian men were lumped into an “underrepresented category,” while Asian women were thrown into the “all races category.” The consolidation of Asian Americans in the diversity discussion thereby removes the inclusion aspect from the conversation.
The gap in the management pipeline extends across other Silicon Valley tech companies as well. Ascend Foundation, a non-profit organization for Asian-American professionals, released a study in May 2015 called “Hidden in Plain Sight: Asian American Leaders in Silicon Valley,” which analyzed the number of employees in the management pipeline from five large tech companies (Google, LinkedIn, Yahoo, Hewlett-Packard, and Intel). These results were consistent with the authors’ findings: Asian Americans were well-represented in the non-managerial workforce, yet were severely underrepresented at the executive levels.
The bamboo ceiling is even harder to break when gender is taken into consideration. In addition to racial bias, Asian American women face gender bias for upward mobility within an organization. With only 1 of every 285 Asian women as an executive, Asian women are left with very few mentors to look up to. The lack of observable role models makes it increasingly difficult for Asian women and men to attain the resources needed to be promoted into management roles. Gee and Peck’s analysis, along with the Ascend Foundation’s findings, suggest that Asian Americans are overshadowed by the illusion of Asian success.
It is easy to understand how Asian Americans fell through the cracks in the management pipeline: they have the highest-income and are the most educated racial group in the country. The underlying problem; however, is that these gaps in the leadership pipeline are masked by the widespread acceptance of the “model minority myth,” which says that Asians are the racial group that achieved the “American Dream,” and therefore, serve as a model for other minority groups to follow suit. The myth stereotypes the entire demographic as hard-working, educated, and successful due to their quiet discipline. Though it sounds complimentary, it is a racial stereotype that carries negative externalities – one of which, is invisibility in society.
Incorporating the model minority myth into Gee and Peck’s findings explain how invisibility translate into the workplace. Professionals may assume that Asian employees have no work-related problems, and therefore, do not need professional support. When in fact, many Asian Americans struggle to find the training programs needed to climb the management ladder because the model minority myth makes them invisible.
Firms can take action by implementing policies that actively take a stance against the model minority myth, first by acknowledging that racial stereotypes are prevalent issues. D&I initiatives fail to be more inclusive of Asian Americans in the management pipeline. It is necessary to be data-driven and to carefully review the promotion rates of not only Asian Americans but also other marginalized people of color, such as Blacks and Hispanics.
Professional development initiatives and mentorship programs may also aid in closing the executive leadership gap. Robust development programs that are specifically designed to nourish Asian American talent will support its participants to reach their career potentials. Furthermore, Asian Americans, many of whom are children of first-generation immigrants, lack access to mentors, which is an important resource in almost every field. Studies show that mentorship at an early stage of a person’s career can have a long-lasting, positive impact on his or her professional development. By investing in these programs, firms can build a diverse and inclusive workforce that drives companies to unparalleled business growth.
Misplaced stereotypes, such as the model minority myth, overlook the fact that Asian professionals are severely underrepresented in managerial positions. The idea that Asian Americans are flourishing reinforces the meritocratic illusion of Asian success, and that the Asian leadership gap can be resolved through hard-work. D&I issues don’t resolve themselves overnight, but people can no longer succumb to social norms. Asian Americans – and companies – need to start having these conversations about inclusion in the workplace. Until then, the bamboo ceiling has yet to be shattered.
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