Managing a Public Image: Sophie Chen

Robin J. Ely; Ingrid  Vargas

Case | HBS Case Collection | December 2004 (Revised August 2005)

Managing a Public Image: Sophie Chen

by Robin J. Ely and Ingrid Vargas

Abstract

Sophie Chen, an Asian-American MBA student at Harvard Business School, describes a professional situation in which she was unable to mentor a junior person effectively because she disapproved of the way her Asian-American mentee conformed to an ethnic stereotype. Feeling the need to distance herself from the stereotype, Chen concluded that there was little she could do to help her mentee. By the end of her narrative, Chen questions whether she could have been a more effective mentor. She reflects on her image concerns, questioning whether they have undermined her ability to exercise leadership effectively.

Keywords: Leadership; Perception; Relationships; Diversity;

Format: Print

3 pages

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Citation:

Ely, Robin J., and Ingrid Vargas. "Managing a Public Image: Sophie Chen." Harvard Business School Case 405-052, December 2004. (Revised August 2005.)

Why have women failed to achieve parity with men in the workplace? Contrary to popular belief, it’s not because women prioritize their families over their careers, negotiate poorly, lack confidence, or are too risk averse. Meta-analyses of published studies show that those ideas are myths—men and women actually have similar inclinations, attitudes, and skills. What does differ is the way they are treated on the job: Women have less access to vital information, get less feedback from supervisors, and face other obstacles to advancement. To ensure gender equity, the authors recommend that managers (1) question the stereotypes behind their practices, (2) consider other factors that might explain the achievement gap, (3) change workplace conditions accordingly, and (4) keep challenging assumptions and sharing learning to create a culture in which all employees can reach their full potential.

Any list of top CEOs reveals a stunning lack of diversity. Among the leaders of Fortune 500 companies, for example, just 32 are women, three are African-American, and not one is an African-American woman. What’s going on? The authors studied the careers of the roughly 2,300 alumni of African descent who have graduated from Harvard Business School since its founding, focusing on the 67 African-American women who have attained top positions in corporations or professional services firms. These women thrived, they found, because of three characteristics that are key to resilience: emotional intelligence, authenticity, and agility. The women were adept at reading interpersonal dynamics and managing their own reactions; crafting their identities; and transforming obstacles into opportunities. Beyond personal strengths, the authors say, another factor was critical: nurturing relationships with mentors who recognized the women’s talent and made it their business to support them. The insights gleaned are important not just for African-Americans and women; they’re essential for any manager who recognizes that an organization’s diversity is its strength.

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