Summary of “How Women of Color Get to Senior Management”

The problem is that, to date, companies have not been great at promoting women of color to senior roles.
To increase diversity at senior executive levels, more must be known about one group in particular: women of color in midlevel leadership, who successfully developed and progressed beyond individual contributor and first-line management.
In order to advance from first-level management toward senior leadership, the women in my sample needed to have access to managing people, critical negotiations, new businesses ventures, and external client relations.
Having influential senior leaders – including men as well as women of color – serve as mentors, advisers, and role models provided emerging women managers with the tacit knowledge needed to navigate their company’s leadership structure.
Clearly, elevating women of color isn’t just the job of the women themselves, as these experiences highlight.
Business leaders monitor and are held accountable for making or missing sales goals, so why not the same for diversity and inclusion? That’s why companies must monitor culture and talent metrics for women of color in addition to surveying them about how they’re experiencing their development and progression.
In traditional male-dominated hierarchies, tacit knowledge about how the organization works, the availability of advancement opportunities, and how to access mentors and sponsors is often shared through homogenous closed social networks that women of color aren’t privy to.
In learning from women of color who have advanced, and in learning effective ways to develop and sponsor them, these women and the companies they work for can turn aspirations into something more concrete: meaningful and long-lasting leadership experiences.

The orginal article.