Advancement Opportunities for Minorities & Introverts

By Joel Garfinkle

If deserving people aren’t advancing, what is going wrong? Why is one person climbing the ranks while another gets overlooked for a promotion or new opportunity again and again? Our organizational leaders work hard and are likely very good at what they do. Why isn’t that enough? The answer is that discovering ways to identify and elevate underutilized leaders is a specific skillset. Not everyone has it—but anyone can learn it.

Women, ethnic minorities, and introverts may be among the most frequently unnoticed, for a variety of complex reasons. Using a few techniques and a switch in mindset, it is possible to leverage existing talent while also saving time, money, and energy on excessive recruitment.

The PVI-Model for Generating Career Advancement Opportunities

“Reality is irrelevant; Perception is everything.” – Terry Goodkind

P – Perception: Chances are, you already have leaders in mind who are strong, competent, and have a lot to bring to the table but who are largely unknown in your organization. Perhaps they’re unlikely or unwilling to put themselves in the spotlight. Their culture or upbringing may have encouraged deference or agreement with senior leaders. Maybe they’re just low-key individuals who are uncomfortable with praise or accolades. Whatever the reason, “strong but silent” employees often have issues with top-down perception. Nudge them gently into a higher profile. Make sure others know of their accomplishments, and make sure they take credit (individually or as part of a group) for successes.

“You’ve got to find a way to make people know you’re there.”

– Nikki Giovanni

V – Visibility: Make sure your hidden talent is given the critical opportunities they need to raise their visibility. As many decision-makers as possible should see your potential leaders in action—handling big initiatives, participating in problemsolving, and tactically leading others. One of the key reasons women, minorities, and introverts are overlooked is that they are less frequently given the chance to shine—often because someone (probably) well meaning assumes they would not want or are too busy for the challenge. Women with families, people not known for taking control, or those who tend to be quiet are wrongly assumed to be uninterested. Make sure your untapped talent receives the same consideration as everyone else when opportunities arise.

“Influence is our inner ability to lift people up to our perspective.” – Joseph Wong

I – Influence: If you want to help your underutilized leaders get ahead, help to highlight the good work they do in bringing positive change to your organization. Are they encouraging better work? Driving efficiency? Supporting their teammates? Your best and most collaborative leaders are constantly working to improve situations for the company and for other employees, regardless of their level of authority. Find ways for them make connections to the people who can help them achieve success.

Not all of us are naturally inclined to self-endorse or develop the relationships necessary to succeed without support. Leverage the PVI model to set your valuable hidden talent on the path to career advancement. Don’t miss out on valuable members of your organization just because they don’t fit the traditional vision of a leader who is willing to be loud, out front, and self-promoting. Everybody wins when you foster perception, visibility, and influence in all your leaders. ▪

Copyright ©2005-2023 Joel Garfinkle

Joel Garfinkle is recognized as one of the top 50 coaches in the United States, and the author of 11 books, including  Executive Presence: Step Into Your Power, Convey Confidence & Lead With Conviction. He has worked with many of the world’s leading companies, including Google, Deloitte, Amazon, Ritz-Carlton, Starucks, Oracle, Eli Lilly, and many more. Visit Joel online at Garfinkle Executive Coaching. Subscribe to his Fulfillment@Work newsletter or view his video library of over 200+ easily actionable two-minute video clips by subscribing to his YouTube Channel.

How to Motivate Your Leaders

Okay, you’ve identified your leaders (traditional and otherwise) but now what? Some may be eager to get started but others might need a bit of inspiration, motivation, and empowerment. Here’s how to help them take the first steps:

1. Think outside the job. Motivated people want a challenge. They are anxious to contribute to projects outside of their specific job descriptions. Look around you. How many people do you see who are underutilized? Who could contribute something more than they currently do? Take steps to evaluate your peoples’ skills, talent, and experience. Ask them what they want and tap into this valuable talent bank.

2. Practice total transparency. When you wonder why people are leaving your organization, look up. People leave their supervisors far more often than they leave the organization. It’s critically important that managers give their team members clear expectations and consistently open communications. When the manager fails to show employees a clear pathway to growth and success, it makes employees feel uncertain and undervalued.

3. Hand out the Oscars.Your people want to feel rewarded, recognized, and appreciated. Frequent “thank yous” go a long way. Even better—acknowledge people publicly for specific accomplishments. Brag about them to your boss, or even to your boss’ boss. Of course, people appreciate monetary rewards; however, these have more impact when they are tied to specific milestones and accomplishments. In a tough economy with high unemployment in many sectors, it’s easy to get complacent. Don’t do it!