On Leadership, Underrepresented Communities and Unlocking Opportunities

I woke up the other day at 3 am, with words starting with the letter “v” stuck in my head. They were swirling and I hopped out of bed to write them down.

Voice

Visibility

Validation

Vulnerability

Value

We’ve heard so much about how voice, visibility and validation are critical and necessary for people who are historically underrepresented. But I also think:

1. That we’re forgetting that when we give voice, visibility and validation to underrepresented groups, we provide more value for everyone — majority groups, businesses and society as a whole.
2. The same things that underrepresented users are yearning for (voice, visibility, and validation) are the same thing good leaders should demonstrate/provide to their teams.

I’ll explain.

On #1.

Lack of representation comes from exclusion (it does not matter whether it’s intentional or unintentional. We must move from thinking about intent to focusing on impact.) When organizations prioritize voice, visibility and validation, and create space for experiences of those at the margins to share their experiences in a safe space (and act on the perspectives shared,) value is unlocked. For everyone.

In organizations, when you focus on implementing the 5 V’s, you start to see innovation. We’ve heard a lot about diversity leading to innovation, but we haven’t heard a ton about how. The “how” sits within people being vulnerable enough to lend their personal experiences to how they do their work, people caring enough to go the extra mile even if they must open themselves up, people allowing a broad range of identities and experiences to inform their work. That vulnerability unlocks value. Consider Rihanna or Mented Cosmetics, who validated people of color and saw unparalleled success that made the industry have to shift and shift quickly to keep up. It proved, without argument, the business case for inclusion. These two businesses (among others) proved that when an organization is intentional about bringing forth experiences that haven’t been highlighted and prioritize customers that have been made to adjust to a world that wasn’t built with them in mind, that organization can unlock incredible opportunities. This strategy allows organizations to tap into customer bases because these underrepresented users feel seen, they feel validated and they feel a connection to those organizations.

On #2.

Think about the best leader you’ve had. While they may not have exhibited all of these v’s, I’m sure they’ve exhibited at least a few of them. A true leader gives voice to their reports and broader team, whether it be in meetings (for example, keeping an eye out for those who may be quieter, or allowing and welcoming dissenting opinions,) and gives visibility to their reports’ success’ and experiences. (one of my favorite managers would always copy my skip level and skip-skip level on any accolades I got so they could chime in and see the work I was doing. To this day, I have never forgotten that.)

True leaders validate you-through good times and hard times. They may not agree with everything you say, but they make you feel seen (visible) and that is validating. When you feel validated, not everything has to go your way. Knowing that you are respected allows you to move forward in many cases.

I’ll give you an example. As an introvert, I get very nervous before presenting. 2 years ago, I was extremely fearful and would avoid presenting all together. I would spend hours upon hours reciting, even memorizing what I was supposed to say.When I finally decided that I wanted to get over my fear of presenting, I made a pact to say yes to most opportunities. When I started presenting, I got feedback from two people I respect very much that “I presented like a robot.” I was stunned. Because many times, I am the youngest person in the room, I had the fear of not being taken seriously. That was coupled with being underrepresented across many other facets, (being Black, a woman, etc,) could impact my “otherness” in certain spaces.

I remembered what my parents (and the parents of many others) had told me “you have to work twice as hard…” and I refused to seem anything less than completely buttoned up. But that feedback from two people I looked up to and trusted meant I should take a new look at my approach and see where I could make changes. I realized that if I wanted to grow into a leader that people would trust, believe and actually listen to, I had to let a piece of the silly, emotional, vulnerable me shine through. I had to find my authentic voice. Sure, it meant I may not always come out perfectly. But I realized that was better than coming off completely cold and unattached. It’s still a learning process, but the rewards have been tenfold.

The leaders I look up to most have cried when there’s been a world crisis, had the courage“I have no idea,” when they didn’t have all the answers, and responded by sharing their fears, and more. Don’t get me wrong — leaders should not be sharing every little detail of their private lives with their teams, but showing that you’re human does unlock value, because your team knows that you are human and vulnerable.

So why focus on the 5 V’s?

In conclusion, the 5 V’s that woke me up have the power to awaken core human needs, the very same core human needs that what we want in leaders. Those v’s also hold the core “why” behind what’s so powerful about bringing diverse perspectives to the table (product inclusion.)

When leaders can be intentional about bringing all voices to the table, the possibilities are endless. And when underrepresented voices are validated and valued, organizations and their potential know no bounds.

*views my own*