Egon Zehnder’s Post

"Thus, the real question for companies is not whether Asians are competent leaders, but rather why their potential is being squandered, and how we can maximize their contributions to corporate results and profits." This article in the Harvard Business Review encapsulates everything that I've been saying in my LinkedIn posts for years now, but articulated even better by Joy Chen (陈愉) and Angela Cheng-Cimini 鄭婷婷 who tied all of the threads together brilliantly with a call-to-action. They even quantified the damage the bamboo ceiling does to shareholder value by alienating Asian professionals. "Although Asians make up 13% of the U.S. professional workforce, they hold only 1.5% of Fortune 500 corporate officer roles. This disparity is even more pronounced for Asian women, who make up less than 1% of promotions into the C-suite. Additionally, more than half of Fortune 1000 company Boards have no Asian directors. For many, being “stuck” somewhere in the middle of the career ladder is a profound source of disappointment, frustration, and even shame. This challenge is particularly poignant for those whose professional achievements symbolize the culmination of their family’s multi-generational immigrant dreams and sacrifices. These racial inequities stem in part from a lack of awareness about cultural differences. In the case of Asians, cultural differences are often misunderstood, leading to a systemic waste of diverse talent. Asians are frequently stereotyped as excellent workers, but poor leaders. In truth, Asians make excellent leaders. For example, a study encompassing 1,000 startups that achieved unicorn status — each valued at over $1 billion — over the past decade revealed that one-third of those founded in the United States had an Asian founder. ...Using Gallup’s finding that a disengaged employee represents a cost of 34% of their annual salary, by better engaging Asian employees, the company could achieve productivity gains of $17 million per year. Assuming an enterprise value to earnings ratio of 10x, this $17 million annual profit boost translates into a remarkable (albeit theoretical) $170 million increase in enterprise value for shareholders. These calculations scale linearly. A company with 5,000 employees could realize productivity gains of $85 million per year and create $850 million in enterprise value." Thank you Buck Gee and Denise Peck for modeling how important it is to speak up and call these things out on behalf of our community. Nothing creates a more compelling call to action for stakeholders than undeniable data and destruction of shareholder value. UPDATE: Here's a paywall-free link to the article: https://lnkd.in/efnCR-mc

Appreciate this summary and spotlight on Asian Americans in the workforce:

Despite being the most educated segment of the U.S. workforce, Asian professionals are shockingly underrepresented in leadership roles. This Harvard Business Review article highlights this glaring issue: Asians hold only 1.5% of Fortune 500 corporate officer roles, despite their undeniable qualifications and contributions. **Why is this happening?** Cultural biases and a lack of understanding about Asian leadership styles are creating a glass ceiling that’s stifling innovation and productivity. The stereotype that Asians are excellent workers but poor leaders is not just outdated - it’s blatantly wrong. Studies show that Asian-led startups and companies outperform their peers significantly, especially in crisis scenarios. **Here’s what needs to change:** 1. Equip Leaders with Cross-Cultural Competence: Training should go beyond surface-level cultural appreciation and dive into the "differences that make a difference" in leadership and teamwork. 2. Tailored Professional Development: Leadership programs must address the unique cultural contexts and strengths of Asian employees, rather than pushing them to conform to Western norms. 3. Promote Based on Merit, Not Stereotypes: Implement transparent, merit-based promotion criteria and eliminate biases in evaluations to ensure Asian professionals can ascend to leadership roles. 4. Embrace 'Culture Add': Move away from the restrictive 'culture fit' mindset and leverage the diverse perspectives and strengths that Asian employees bring. **Corporate leaders, ask yourselves:** - Are we truly leveraging the full potential of our Asian employees? - Are our promotion and development practices inclusive and equitable? - Are we willing to disrupt the status quo to foster innovation and growth? The cost of inaction is high. Disengaged and underutilized talent translates to massive losses in productivity and potential. It’s time to break the cultural barriers and harness the leadership potential of our Asian workforce. Let’s stop talking about diversity and start making real, impactful changes. #Leadership #Diversity #Inclusion #AsianLeadership #CorporateCulture

#AsianAmericans are disproportionately overlooked when it comes to #leadership opportunities in the US corporate world. This excellent piece by Joy Chen (陈愉) and Angela Cheng-Cimini 鄭婷婷 in Harvard Business Review is both thorough in its analysis and disheartening in its conclusions: "Although Asians are the most educated segment of the American workforce, they are the least likely among all racial groups to ascend to leadership roles. In fact, a detailed analysis of top Fortune 500 technology companies shows that Asian professionals are even less likely to progress in their careers today than they were a decade ago." So many of the points in this article ring true to me from my many conversations with Asian American colleagues, friends and family over the years. Namely, being the fastest growing portion of the #Americanworkforce doesn't guarantee removal of #organizationalbarriers to #upwardmobility within the workplace. Some very useful suggestions here backed up by research that should be considered by anyone in America who manages teams or companies. #management #equity #DEI #AAPIcommunity #bambooceiling

"Although Asians are the most educated segment of the American workforce, they are the least likely among all racial groups to ascend to leadership roles." To my fellow Asians who recently graduated college and those already navigating the corporate landscape in America: This is a must-read article on Harvard Business Review sheds light on an important issue. “Stop Overlooking the Leadership Potential of Asian Employees” by Joy Chen and Angela Cheng-Cimini calls for a much-needed change in how Asian professionals are perceived in the workplace. The article points out, “Asian Americans are crucial in today’s knowledge economy: around 60% hold at least a bachelor’s degree and, despite representing only about 7% of the U.S. population, account for 50% of the workforce in leading Silicon Valley tech companies.” Yet, there’s a noticeable stagnation in career progression for many. The authors urge organizations to “successfully tap into the talents of their Asian employees, helping them advance in their careers while also benefiting from the unique skills and perspectives this group has to offer.” This is not just about individual growth; it’s about enriching our organizations and society at large. As the article highlights, “When companies leverage the diverse talents of their Asian workforce, they can evolve into more global, agile, and powerful hubs of innovation and growth.” Let’s spread awareness and advocate for the recognition and advancement of Asian professionals in corporate America. #Leadership #Diversity #Inclusion #AsianProfessionals #CareerAdvancement

Odgers Berndtson Singapore recently welcomed HR leaders across different sectors to our DEI breakfast event, “Breaking Barriers”. Our guest, Jerica Goh, Singapore’s first female commanding officer of a frigate and the first Singaporean woman to receive the rank of Colonel, shared stories from her illustrious career and frank perspectives on leading in such high-stakes environments. 🌍   Joined by Evelyn Kwek, Managing Director of Great Place To Work, there was lively discussion around inclusivity and creating a sense of equity “for all”. Among some of the key highlights and learnings we took away: 🔹 Importance of signalling purposeful intent and showing tangible actions. 🔹 Creating safe spaces where people can raise their hands to ask questions and seek change in how things are done. 🔹 How traditional mindsets and taboos, particularly behind the veil of “it’s just a joke,” manifest as micro-aggressions and can diminish others’ contributions. 🔹 Treading the fine line between advocating for change to create inclusive cultures without alienating those who may view actions as an unfair privilege to the minority. 🔹 Leveraging employee resource groups not just as “internal peer support” but playing to their strengths and collective experiences in meaningful ways for the business. 🔹 Great, inclusive cultures are ones where the variance of employee satisfaction between different groups is smallest. 🔹 Importance of representation in leadership – the power of seeing a senior leader share relatable, personal experiences offers us the space and courage to find our own voice and truth. 🔹 With expectations of leaders evolving, supporting them with the mindsets, skills, and tools to create equitable climates in their teams is key. 🔹 The last discussion points of the morning revolved around the term ‘DE&I’ and whether it is appropriate nomenclature. Perhaps the definition ‘For All’ is the natural and right evolution. Certainly, one for further discussion… 🗨️   Thank you from our Odgers Singapore team, Andie Rees, Karen Chiew, Johan Uittenbogaard, Kenny Chen, Hui Hui Teo.   #OBevents #DEI #Leadership #Inclusivity #Equity #HRLeaders

In my #executivecoaching assignments I am often asked to help Asians (more so Asian women) help improve their leadership skills. This is a topic I care about deeply, so this HBR article resonated with me on many different levels. If you cannot access the full article, I have extracted some of the particularly compelling points on why it needs to be addressed at a deeper and wider level. Hoping you get to read the full article. * Asians constitute the most educated segment of the American workforce and the least likely among all racial groups to ascend to Leadership roles * In the last two decades the Asian population segment in the US has surged 81% making them America’s fastest-growing portion of the workforce and its fastest-growing business and consumer market * Asians are often viewed as a uniformly successful group but Asians are a very diverse group. They excel in acquiring higher education and securing entry-level positions but when ascending in their career they often take a sharp unexpected decline * So they make up 13% of the workforce but 1.5% of Fortune 500 corporate officer roles. They often get stereotyped as excellent workers and poor leaders * Yet the median Asian CEO elevates their company from underperforming to overperforming by 50% * Leaders often prioritize colleagues who embody assertive and individualistic styles of Western cultures * There is often a deep sense of alienation and lack of belonging. Only 16% of Asian men and 20% of Asian women feel a sense of belonging in their workplace.  * Homogeneous upper echelons become echo chambers of their own cultures Steps that need to be taken by organizations to address this include: * Equip Asian employees with the right professional development needs * Equip leaders to lead effectively across all cultures  * Create role congruence and dismantle entrenched cultural biases  * Embrace a ‘culture add’ rather than a ‘culture fit’  * Leverage Asian employees to power domestic and global expansion #leadershipdevelopment, #diversity, #inclusion, #coaching

As MNCs continue to explore ways to further diversity and inclusion, it is also vital to address the issue of Asian representation in leadership roles and breaking through the “bamboo ceiling.” This article spells out some of the common biases and misconceptions about Asian/Asian American workers in the workplace. The first step can be taking 5 minutes to read this thoughtful article. I have faith that this is just the beginning towards positive change. Sharing a thought-provoking excerpt from the article: “Asians are frequently stereotyped as excellent workers, but poor leaders. In truth, Asians make excellent leaders. For example, a study encompassing 1,000 startups that achieved unicorn status — each valued at over $1 billion — over the past decade revealed that one-third of those founded in the United States had an Asian founder. Furthermore, a Goldman Sachs study of 5,000 CEOs, evaluating CEO effectiveness, indicated that Asian CEOs are typically appointed during corporate crisis. Despite these challenging circumstances, the median Asian CEO elevates their company from underperforming to outperforming their sector by nearly 50%. Goldman Sachs concludes that Asian leaders bring unique abilities and perspectives that enable them to succeed in leadership roles.”

Asian employees are indispensable contributors in today's knowledge economy, yet many face career plateaus due to lack of sponsorship, unconscious biases, and cultural differences. Harvard Business Review's latest article outlines five key strategies to help Asian employees overcome these hurdles and thrive: 1. Implement Sponsorship Programs: Proactively identify and develop Asian talent. 2. Address Unconscious Biases: Educate leaders and employees on the impact of biases. 3. Enhance Communication Skills: Bridge cultural and communication gaps. 4. Create Inclusive Work Environments: Foster a culture where diverse perspectives are valued. 5. Measure and Track Progress: Use metrics to ensure accountability and track advancement. Investing in Asian employees not only supports their growth but also drives innovation and performance within the organization. #Leadership #Diversity #Inclusion #CareerGrowth #AsianEmployees #HarvardBusinessReview https://lnkd.in/epbcEX4d

Many Asians uphold values like academic excellence, hard work, humility, and respect for authority — essential for leadership in collectivist and hierarchical Asian societies. However, leaders often prioritize colleagues who embody the individualistic and assertive styles of Western cultures. As a result, Asians are often relegated to the fringes of corporate networks, where they may stagnate throughout their careers. -Not just true in US organizations but worldwide in my opinion. When you grew up thinking that saying “no” means disrespect, then it creates problem or disadvantage when you as a leader is expected to be speaking up and challenging status quo. When being polite is read as being less assertive or when waiting for your turn seems to be a waste of time. Happy, though, to be in an organization trying to address some of the Asian misconceptions when it comes to leadership. We do not speak a lot not because we don’t have anything to say. Can’t be any prouder carrying the 🇵🇭flag! 🇩🇪🇨🇭🇪🇸