As the head of Human Capital Management for Goldman Sachs, I believe our ability to create a corporate culture where people can come together to share ideas, solve problems, and, in that process, learn from one another, defines the strength of our organization. Ultimately, our experience at work is a collection of interactions with the people around us. When those interactions are stimulating and challenging and take place in an environment of inclusivity and collaboration, you have a better experience and, in turn, you perform better—because as a result of those varied inputs and insights, you are better.
Unfortunately, we are living through a period where, in some places, our differences are driving divisiveness. Like everyone else, I watch the news, see the headlines, and am impacted by the images of communities torn apart by violence and divided by distrust. The topic of race is on my mind—it’s a discussion I have with my family and friends, and it’s something that I bring to work.
Of course my experience, I know, isn’t unique. The pervasiveness of current events affects everyone at our firm, from interns to senior leaders. I know this because at Goldman Sachs, we’re starting to talk about it.
More specifically, in the wake of the Baton Rouge, Minneapolis, Dallas, and most recent events, the leadership at our firm decided we needed to provide forums for our people to share their perspectives and engage in this important discussion. With impassioned questions pertaining to race, fair treatment, and equal opportunity being asked both in public and in private, we knew this wasn’t a topic we could ignore.
With this in mind, we posed the question: How do the recent events affecting us as people, in turn, affect our interactions at work?
The unthinkable tragedies taking place across our country are painful. Each new event brings with it shock and sadness, and as we try to make sense of the senseless, we can be left feeling confused and powerless. While the path to resolution seems unclear, one thing is certain—if we want to make real progress, we must engage in an open conversation about race. Through dialogue, we stand to gain an understanding of how each person’s experiences shape the lens through which he or she sees society.
Conversations about race can be difficult and fraught with the risk of saying “the wrong thing.” As a result, too often people say nothing at all. But silence has meaning and can be interpreted as indifference—or worse.
I’m a black woman, a mother, a wife, and a professional. I’m the daughter of a dentist and a sister to four siblings. I’m a runner, a golfer, and a knitter. I graduated from an Ivy League school and earned an MBA. I’ve spent the past 30 years working on Wall Street, half of those as a partner at Goldman Sachs.
I am frequently asked, “What country are you from?” (I grew up in Brooklyn). I’ve been questioned about whether I really went to Harvard (I did) or how I got in (I applied). I’ve been asked to serve coffee at a client meeting (despite being there to “run” the meeting) and have been mistaken as the coat check receptionist at my son’s school event. And, on the flip side, it’s also been suggested to me that I’m not “black black” because of the success I’ve had, or even where I live.
Early in my career, I returned home from a business trip feeling worn down. “I’m losing confidence and feeling isolated,” I told my husband. People frequently assumed I was the most junior person in the room, when in fact I was the most senior. I constantly needed to share my credentials when nobody else had to share theirs. And, more often than not, I was the only black person—the only black woman—in the meeting.
“E, pick your head up,” my husband said. “The good news is they’ll never forget you.” He was right—people did remember me. From then on, I tried to turn obstacles into opportunities and focused on making an impact at work—which I could control—rather than the perceptions of others—which I could not.
Focusing on what you can control and taking mindful steps and positive action toward what matters to you are things I learned from my parents, who grew up in the segregated South. They moved to New York with a singular goal—they wanted to raise their children free from the institutionalized racism they had known during their lives. They believed that through education the doors of opportunity would be opened—and, they were right.
While I’ve faced some setbacks along the way, I live an incredibly fortunate life and am deeply aware of the privilege that is mine. That same privilege, which affords me extraordinary opportunity, also compels me to share—in fact, instills in me a responsibility to share—my experiences in the hope of advancing the diversity dialogue. It’s in that spirit that I offer a few lessons I’ve learned on my journey, including those difficult interactions that seemed to be based primarily on the color of my skin:
- Engage in this dialogue—don’t be silent
- Misunderstanding and miscommunication can be tempered by the simplest acts most of us learned as children. Listen well, choose your words with care, and respect others
- Focusing on our differences is easy and divisive—leveraging what we have in common is harder, but will effect positive change for all
I know that many people in our country are being very personally and negatively impacted by the tragic events of recent months. In the face of this, my “lessons learned” feel, even to me, more than a bit inadequate. That said, I honestly believe that a mandatory first step in addressing the issues surrounding race is conversation—because honest dialogue reaps understanding, and understanding reaps progress.
This article was originally published on LinkedIn. It has been republished here with permission.
Photo of woman presenting courtesy of Hero Images/Getty Images.
TopicsDiversity , Partner Repost , Leadership , Career Advice , Team Culture , Work Relationships , Communication
Edith Cooper is Executive Vice President and Global Head of Human Capital Management at Goldman Sachs, where she is responsible for the recruitment, development, well-being, and promotion of the company’s 35,000 employees. Edith first joined Goldman Sachs in 1996 to build and lead the firm’s Energy Sales Group, and has held several leadership positions across different businesses in the Securities Division.More from this Author