David A. Thomas - Breaking through: the making of minority executives in corporate America
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Breaking through: the making of minority executives in corporate America
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This text examines the connection between corporate culture and the advancement of people of colour. It profiles minority executives at three different firms who have overcome barriers throughout their careers, and outlines the factors that correspond to the advancement of minority executives.
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Breaking Through : The Making of Minority Executives in Corporate America
author
:
Thomas, David A.; Gabarro, John J.
publisher
:
Harvard Business School Press
isbn10 | asin
:
0875848664
print isbn13
:
9780875848662
ebook isbn13
:
9780585222929
language
:
English
subject
Minority executives--United States, Executives--United States, Discrimination in employment--United States, Diversity in the workplace--United States.
publication date
:
1999
lcc
:
HD38.25.U6T47 1999eb
ddc
:
331.13/3/0973
subject
:
Minority executives--United States, Executives--United States, Discrimination in employment--United States, Diversity in the workplace--United States.
Page iii
Breaking Through
The Making of Minority Executives in Corporate America
David A. Thomas John J. Gabarro
Page iv
Copyright 1999 David A. Thomas and John J. Gabarro
All rights reserved
Printed in the United States of America 03 02 01 00 99 5 4 3 2 1
Thomas, David A., 1956 Breaking through: the making of minority executives in corporate America / David. A. Thomas, John J. Gabarro. p. cm. Includes bibliographical references and index. ISBN 0-87584-866-4 (alk. paper) 1. Minority executivesUnited States. 2. ExecutivesUnited States. 3. Discrimination in employmentUnites States. 4. Diversity in the workplaceUnites States. 1. Gabarro, John J. II. Title. HD38.25.U6T47 1999 331.13'3'0973dc21 98-55291 CIP
The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Printed Library Materials Z39.49-1984.
Page v
TO DR. LEROY WELLS, JR., MENTOR, FRIEND, AND INSPIRATION.
Dr. Leroy Wells, Jr., died just as David was in the midst of writing the first draft. Leroy was David's closest friend and first professional mentor. His death was a shocking, almost paralyzing event. With prayers and a deepening faith, Leroy was ultimately the source of inspiration that led this project to completion. His direct and indirect contributions to this book are immeasur able. We hope the final product would please him.
Page vii
CONTENTS
Acknowledgments
ix
Introduction
1
Part I Setting The Stage
1 Minority Success in the Corporate Mainstream
17
2 Doing Diversity: Three Decades in Pursuit of Equal Opportunity
35
3 The Career Tournament and Its Rules
63
Part II The Experience Of Breaking Through
4 The Early Years: Family, Education, and Racial Encounters
83
5 Early Career: Developing Competence, Credibility, and Confidence
95
6 Breaking Through: Pathways to the Executive Suite
121
Part III Enabling Minority Advancement
7 Diversity Strategy: Three Approaches to Enabling Minority Advancement
151
8 Creating and Sustaining Change: The Common Enablers
187
Part IV The Lessons
9 Corporate Leadership for Minority Advancement
213
10 Lessons for the Next Generation of Minority Executives
233
Appendix A Research Design and Methods
255
Appendix B Event History Analysis
275
Notes
287
Bibliography
307
Index
327
About the Authors
347
Page ix
ACKNOWLEDGMENTS
This project was more than six years in the making. It is the product of two careers and multiple streams of research merging around one phenomenon, minority executive development, that is of deep intellectual and personal interest to us both. The possibility that we could actually undertake such a project first dawned on us during a seven-hour dinner conversation in which we spun the common threads of our research and began to forge the deeply personal bond of our relationship. Our first year of attempting to gain access to companies made us keenly aware of why no other studies such as ours exist. It was difficult to identify any companies with more than one or two
Page x
executives of color in 1992. Even more challenging was the task of gaining access to companies willing to open themselves up to examination. Race was then, and continues to be, a sensitive topic, consciously and unconsciously associated with intractable problems and litigious quagmires. Most corporate attorneys advise their clients to steer clear of openly discussing issues of race, even in the service of learning. And many individuals feel vulnerable speaking about such controversial topics or drawing attention to themselves in ways that might diminish their personal achievements and perspectives by highlighting their race.
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