Coming out just ahead of Black History Month on January 19th, Dr. Chuck Wallington’s new book, “A Seat at the C-Suite Table: Insights from the Leadership Journeys of African American Executives” (Business Expert Press, Jan. 19, 2024), shares the often-overlooked experiences of black men in business. “A Seat at the C-Suite Table” is an insightful look at the leadership journeys of 30 African American male C-Suite executives.
In their own compelling words, executives describe earning and maintaining a seat at the C-Suite table. They speak candidly about how the lack of mentors, coaches, and role models impacted but did not stop them. They talk openly about navigating corporate settings designed years ago by white men. They speak freely about their commitment to supporting the next generation of leaders.
Read on for an exclusive excerpt of the book.
In the spirit of closing the gap in the number of African American males in U.S. corporations, I asked each executive what advice they would offer other African American males who aspire to executive leadership roles. Their advice can serve as a roadmap for success that other aspiring African American male executives could follow. Consistent with the literature and consistent with the findings of this research, a majority of the executives acknowledged the need for mentors, coaches, sponsors, and allies. Some of the executives advised about the need to have at least two mentors, including one who is not African American, to ensure having different perspectives.
Interestingly enough, Ron, an executive in the financial services industry, offered a slightly different perspective. He said:
“Everyone always wants to find mentors and find sponsors. But, the best thing you can do is to create an environment where people want to work for and with you; where you’re a magnet; where people want you on their team or people want to be around you.”
William, an executive in financial services, said, “Be authentic. You can’t be someone else, because sooner or later the real you is going to show up and that’s going to be an adjustment for some folks.”
Similarly, John, an executive in automobile manufacturing, advised that it is important to: “Have a strong sense of self that is independent of what the broader society says you are capable of; a solid sense of yourself that won’t depend on what the White world or the corporate world tells you or values in you.”
Hawk, an executive in the health care industry, said: ”Many times we, as African Americans, tell ourselves no. We say, “they’re not going to give me that job because I’m Black, or they’re not going to let me do it because I don’t have PhD.” Let them tell you no. Don’t tell yourself no.”
Several of the executives advised about being intentional in developing a network of people who will provide opportunities, who will support, and who will advocate on your behalf. They also spoke of the need to have a vision for yourself and your career. Others advised about the importance of “nailing the technical skills,” as expressed by Joseph, an executive in the consumer products industry, to learning as much as you can so as to not become a “one trick pony,” as expressed by Derrick, an executive in financial services.
Similarly, Neil, an executive in the defense industry, said, “Take the tough assignments, the absolute toughest. Understand culture and relationships. Don’t be afraid to fail but be accountable for your failures. And, don’t be afraid to ask for help.”
Todd, an executive in the health care industry, advised about the importance of not waiting for a leadership title to lead. “Take on the leadership role,” he said. For Todd, this includes leading presentations internally and externally, making recommendations that you can back up with data, showing an understanding of the key business drivers and the expected outcomes from your ideas.
This chapter explored the impact of the gap of African American male executives in U.S. corporations to those businesses. Of the 30 African American executives who participated in this research, 29 were aware of the gap in the number of African American male executives in U.S. corporations. One executive said he was not aware of the gap. For the 29 executives who were aware of the gap, they said the gap positions corporations at a competitive disadvantage when they do not have African American male executives in decision-making roles. They also acknowledged that the gap creates a lack of diversity and equity within organizations at all levels. The gap in the number of African American male executives also contributes to the lack of African American male executives on for-profit governing boards. This gap occurs because most for-profit governing board members are chosen based, in large part, on the executive roles they have held at other corporations. The African American male executives also agree that the gap limits top talent and invites consumer backlash.
The 29 executives who are aware of the gap freely admit that they play a role in closing it. This includes these executives serving as mentors, coaches, allies, and sponsors. They also understand their role in advocating on behalf of the current and future generations of African American male leaders. The executives were also aligned with their responsibility to create positive change within their own circles and spheres of influence. This includes everything from personally funding scholarships to speaking up and lobbying for their organizations to establish and enforce policies and programs that will advance the cause of their underrepresented employees. Equally as important, the African American executives agree that they cannot do it alone. Closing the gap is a team sport that starts with the most-senior leaders in each U.S. corporation. CEO’s have the unique ability to establish a clear vision on why it is important for their organization to embrace diversity, equity, and inclusion at all levels, including the top. Also included in the chapter is a five-step road map for executives to use, if they need guidance on closing the gap in the number of African American male executives in their organizations.
