There was a time in my career where I started to notice that some people would get opportunities to advance their careers more than others.
They were the people who had the ear of the boss.
Who went for lunches or dinners with the boss.
Who would go to sports events or go drinking after hours with the boss.
Who would make a sport out of laughing contemptuously about those in more junior positions, trying hard to learn and try new things, when they hadn’t done a perfect job, rather than supporting and mentoring them.
The small Inner Circle with very closed doors.
One thing that really rankled was that they seemed to get promotions under conditions that others couldn’t. One such condition was if managers of a certain level passed a particular course and assessment, then they would be promoted to the next level up.
So, even if they weren’t very good at their jobs at their existing level, as long as they could parrot their way through the course and assessment, then they got the promotion. And associated higher pay range. Which is pretty cool if you’re on a final salary pension.
It was pretty frustrating to see this happening. It felt subversive, entitled and immoral.
And yet those outside the Inner Circle had to follow a fair, open policy. If you wanted a role at a higher level, you had to apply for a vacant role, go through the full competency interview process, hope for success while knowing you were only as good as your competition, and believe that the most appropriate person would get the role.
But these two disparate approaches meant there was unequal access to growth and career advancement.
The Inner Circle seemed to have “progression privilege” as a result of their ‘membership’.
As if we don’t already contend with enough structural and systemic barriers that impede, exclude and marginalise!
So when looking at cultural change, and diversity, equity and inclusion, it’s really important that organisations are consistent and objective in ensuring there are no marginalising, preferential, underground career advancement ‘buddy’ practices going on.
For any leader, it’s important to be surrounded and supported by those at ALL levels of the organisation, to ensure everyone has access and the safety to challenge you, offer different perspectives, bring new ideas to the table, and who are prepared to shake things up to avoid stagnation or indifference.
You will be less likely to get that from those who haven’t morally earned their way, who will agree with everything you say, stay quiet when they shouldn’t, and not risk shaking things up, just to protect their ‘membership’, privilege, power and status.
Diversity, equity and inclusion means diversity, equity, inclusion, and earned progression, for all.
Get in touch if you’re keen to figure out how to lead in a world where others will willingly follow.
