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As we gear up for the highly anticipated National Black MBA Association Conference and Career Expo in Washington DC from September 17-21, 2024, it’s not only an opportunity to connect, learn, and network but also a chance to delve into the powerful theme of this year: Affirm.

In the corporate world, where challenges and triumphs coexist, one often overlooked tool for success is the practice of positive affirmations. This is especially true for Black professionals navigating through the intricate pathways of corporate leadership, as we confront unique challenges and strive for excellence in our respective fields.

Affirmations, when consciously integrated into our daily routines, have the power to reshape our mindset, bolster confidence, and fuel resilience in the face of adversity. For Black professionals, this is not just a feel-good exercise; it’s a strategic approach to overcome historical barriers and reach new heights of success.

Reflecting on a recent message from the esteemed anti-racist coach, Doyin Richards , I was reminded of the importance of courage. Doyin emphasized the need to embrace the courage to do what you want and need to do, even when it scares you. This resonates deeply with the theme of affirmation, particularly the affirmation, “I am worthy.”

In a world that sometimes questions our worth, affirmations become a beacon of self-empowerment. They allow us to stand tall in our capabilities, acknowledging that we not only belong but deserve a seat at every table.

As a seasoned operations leader and executive, I’ve witnessed firsthand the transformative power of positive affirmations in the workplace. The practice extends beyond personal development; it fosters a culture of support and inclusivity, where every team member feels seen, heard, and valued.

I look forward to engaging with you all at the National Black MBA Association Conference and Career Expo, where we can exchange insights, celebrate achievements, and affirm our collective commitment to excellence.

In conclusion, let us channel the spirit of affirmation, acknowledging our worthiness and embracing the courage to pursue our aspirations. Together, we can create a corporate landscape where positivity, resilience, and success become synonymous with the Black professional experience. 💪🏿🏆

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🎶Looking for some positive vibes, check out this Affirmation Music playlist that I love!

Recently, I watched LeBron James on The Pat McAfee Show—a wide-ranging, insightful interview. One moment that stuck with me was when LeBron reflected on his limited relationship with Michael Jordan, citing Jordan’s competitive nature and hinting that perhaps they’ll connect more after he retires. It was a subtle but powerful reminder of how legacy and greatness can look very different depending on where you stand in life.

It also reminded me of a recent conversation I had with one of my younger brothers. In a moment that was both heartfelt and humbling, he called me the GOAT—not in basketball, but in life. He was acknowledging how I move through the world, how I lead, and how I show up for our family and community.

I appreciated it deeply. But I haven’t stopped thinking about it since—and not for the reasons you might expect.

As honored as I am by the sentiment, I’ve come to a firm conclusion: I never want to be the GOAT.

Why “Greatest of All Time” Isn’t the Goal

Don’t get me wrong. I believe in excellence. I believe in striving, grinding, building, and being the best version of yourself. But to me, legacy isn’t about being remembered as the greatest—it’s about building systems, creating opportunities, and modeling behaviors that allow the next generation to go further, faster.

The truth is, I’d be devastated if the journey stopped with me.

I’ve worked hard to blaze trails—but not just to hang plaques on the wall. Every degree earned, every board I serve on, every seat I secure at a new table—I’m thinking about how it becomes a launching pad for others. Especially those in my family and those from communities like the one I grew up in.

Legacy is Measured in Multiplication, Not Recognition

To me, true greatness is found in how we multiply impact. It’s not about being the name people remember. It’s about helping others discover their own purpose and power. That’s the real win.

Because how great can you really be if no one around you becomes greater?

That’s not legacy. That’s a limitation.

And frankly, in the work of community-building, equity, and generational uplift, there’s no room for ego. Our responsibility is not only to achieve—but to share the game, open the door, and hold the light so others can navigate more confidently.

From Foundation to Future

The way I see it, I want to be the floor, not the ceiling. I want my life, my experiences, and even my failures to be stepping stones. I want the next generation in my family to start from a higher point than I ever reached. I want my mentees to surpass me. I want the young professionals I coach and the students I speak to to build empires where I laid blueprints.

I don’t need to be the GOAT. I want to be the guide. The map. The example that sparked someone else’s elevation.

In Closing

So to my brother—and anyone else who’s ever called me the GOAT—I appreciate the love. But I’d rather be remembered as a builder. A cultivator of people. A champion of others’ success.

Because greatness isn’t what you accumulate. It’s what you activate in those who come after you.

Let’s build the kind of legacy that doesn’t just leave a name behind, but a path others can walk—and eventually, run.

—Demetrius Washington Leader | Mentor | Legacy-Builder

In recent years, Diversity, Equity, and Inclusion (DEI) have gained significant traction as essential components of organizational strategy. Yet, many companies still grapple with implementing effective DEI initiatives, often resorting to inauthentic reporting to present a favorable image. This approach not only undermines the integrity of DEI efforts but also alienates employees who do not see their experiences reflected in the positive metrics shared.

The Issue with Inauthentic DEI Reporting

Many companies, eager to showcase their commitment to DEI, highlight only their successes while concealing areas needing improvement. This practice creates a distorted view of reality, causing skepticism among employees and external stakeholders. For example, a company with an 80% white workforce might tout high overall belonging scores from employee surveys, but these figures often mask disparities in the experiences of different racial and ethnic groups. This selective transparency leads to distrust and disengagement, particularly among the 20% who may feel marginalized.

The Case for Transparent DEI Metrics

Transparency in DEI reporting offers several benefits that go beyond mere optics:

1. Building Trust: Honest reporting fosters trust among employees and stakeholders. When companies acknowledge their shortcomings and articulate their plans for improvement, they demonstrate a genuine commitment to progress.

2. Guiding Resource Allocation: Transparent data highlights specific areas needing resources and intervention, allowing for more targeted and effective DEI strategies.

3. Enhancing Strategic Decision-Making: Clear, accurate DEI metrics inform strategic decisions, helping organizations set realistic goals and measure progress effectively.

Practical Solutions for Implementing Transparent DEI Metrics

To move towards authentic DEI efforts, companies can adopt several practical strategies:

1. Track Your DEI Progress with the APPLE PI(E) Framework

The APPLE PI(E) framework offers a clear roadmap to assess and improve your Diversity, Equity, and Inclusion (DEI) efforts. It stands for:

• Attrition: This tracks how many employees leave the company, but with a twist. It analyzes these departures by different groups (like race and gender) to see if underrepresented groups are leaving at higher rates.

• Performance: Here, we dive into performance reviews to identify potential bias. We analyze how different groups are rated within the reviews to ensure fairness.

• Promotions: This step focuses on promotions. We track how often people from different groups get promoted to see if there are any disparities.

• Leadership Pipeline: This looks to the future. It identifies who is being considered for leadership roles and checks if that pool reflects the diversity of the organization.

• Employment Pipeline: This examines the entire hiring process, from applications all the way through to acceptances. The goal is to identify any stages where there might be bias against certain groups.

• Pay Equity: This ensures everyone gets paid fairly, regardless of their background. It’s different from the pay gap, which focuses on the overall difference in average pay between groups. Pay equity looks at individuals doing the same work.

• Inclusion: This goes beyond just having a diverse workforce. It measures how included employees feel in the day-to-day work environment. We look at factors like relationships with managers, sense of belonging, and access to opportunities.

By using APPLE PI(E), you can gain valuable insights into your DEI efforts and make data-driven decisions to create a more inclusive workplace.

2. Disclose DEI Metrics Transparently

Companies should regularly publish comprehensive DEI reports that include both positive outcomes and areas for improvement. This transparency builds credibility and provides a clear picture of where the organization stands and where it needs to go.

3. Encourage Employee Feedback

Create safe channels for employees to provide feedback on DEI initiatives. This input is invaluable for understanding the true impact of DEI efforts and identifying gaps that may not be apparent from metrics alone.

Real-World Examples

Several companies have successfully implemented transparent DEI metrics:

• Microsoft stands out for its annual “Global Diversity & Inclusion Report,” which details workforce demographics, representation goals, and progress on initiatives aimed at building a diverse and inclusive culture. The company’s transparency in publishing detailed data on gender and racial representation across different roles and leadership levels sets a high standard for others in the industry.

• Intel has also made significant strides, publicly sharing its DEI progress through its “Corporate Responsibility Report.” Intel tracks and reports on its progress towards ambitious DEI goals, including a commitment to achieve full representation of women and underrepresented minorities in its U.S. workforce by 2030. Their transparent approach includes metrics on hiring, retention, and progression of diverse talent, making their DEI efforts both visible and measurable.

• Salesforce takes a similar approach with its “Annual Equality Update” which includes detailed information on the diversity of its workforce, as well as insights into pay equity and promotion rates across different demographic groups. By openly sharing this data, Salesforce holds itself accountable and encourages ongoing dialogue and improvement in its DEI practices.

• Procter & Gamble (P&G) is another leader, regularly publishing data on the composition of its workforce by gender and ethnicity in its “Citizenship Report.” P&G’s transparent approach to DEI metrics is complemented by its inclusion of targets and initiatives designed to foster an inclusive work environment and drive meaningful change.

These companies exemplify how transparency in DEI metrics can drive progress, build trust with stakeholders, and set a precedent for industry-wide practices.

Key Takeaways for Maintaining Public Trust While Addressing DEI Challenges:

1. Transparency: Openly acknowledging shortcomings and providing regular updates on progress is crucial.

2. Action-Oriented Plans: Concrete steps and measurable goals demonstrate commitment to change.

3. Leadership Accountability: Involving top leadership in DEI initiatives signals that the company takes these issues seriously.

4. Community Engagement: Engaging with and supporting affected communities shows a broader commitment to social impact beyond the corporate sphere.

Conclusion

Authentic and transparent DEI reporting is crucial for fostering trust, guiding strategic decisions, and driving meaningful progress. By adopting structured frameworks and embracing transparency, companies can not only enhance their DEI efforts but also create a more inclusive and equitable workplace.

Embracing these principles positions organizations to better serve their employees and communities, ensuring that DEI initiatives are more than just a box-ticking exercise—they become a fundamental part of the corporate fabric.

🌐 Sources

• Harvard Business Review – 7 Metrics to Measure Your Organization’s DEI Progress

• Reddit – Why has there been a wave of people that are against DEI?

• Forbes – Why The Backlash Against DEI Is An Opportunity To Get Better

• Society for Diversity – Diversity, Equity, Inclusion, Accessibility’s Evolution

“Blow the Whistle” — that’s been my unofficial theme song for a while now. If you know me, you already understand why.

Early in my career, though, I wasn’t blowing any whistles. I was navigating roles where I was often the only one or one of a few who looked like me, thought like me, or came from where I came from. I still remember what it felt like to be new, eager, and expendable — trying to build credibility, avoid making waves, and praying that “just doing good work” would be enough. That survival mindset can be a breeding ground for silence.

And for those of us who are Black professionals — especially Black men — the silence often isn’t a choice. It’s a shield.

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The Cost of Speaking Up

I’ve been labeled “hostile,” “unduly contentious,” and yes, even “sassy” (imagine that) — all because I respectfully pushed back when a manager tried to speak to me like one of the toddlers she was raising at home. I’ve watched colleagues — thoughtful, poised, high-performing — get branded as “difficult,” “angry,” or “not a team player” simply for asserting boundaries, questioning decisions, or advocating for themselves and others.

Corporate America has a way of taking normal human behavior — asking questions, holding folks accountable, showing emotion — and pathologizing it when it comes from the mouths and minds of people who don’t fit the mold.

And over time, I’ve seen what that does to people.

After getting beat down long enough — through microaggressions, biased feedback, and career-stalling politics — some folks retreat. They fold into themselves. They learn that being silent is safer than being authentic.

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Silence as Strategy — and as a Weapon

Let me be clear: if you choose to “go along to get along” as a way to preserve your peace, your mental health, or your ability to keep food on the table, I don’t judge you. We all have our reasons. Sometimes silence is survival. But companies need to stop mistaking silence for satisfaction.

Too often, silence is interpreted as agreement. And that’s where the danger lies.

You don’t speak up in a meeting? They assume you’re aligned. You don’t challenge that inequitable decision? They run with it. You don’t respond to the employee engagement survey? They celebrate the “lack of negative feedback.”

Silence becomes consent — or worse, complicity.

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The Retaliation is Real

Let’s not ignore the elephant in the boardroom: retaliation is real.

• Frances Haugen, the Facebook whistleblower, faced online attacks and professional blacklisting for revealing internal harms.

• Dr. Rick Bright, a federal scientist, was removed from his role after raising concerns about the government’s COVID-19 response.

• Bunnatine Greenhouse, a high-ranking Army Corps of Engineers official, was demoted after objecting to no-bid contracts in Iraq.

These are just a few public examples, but the reality is this: retaliation doesn’t always come with flashing lights. Sometimes it’s silent sabotage — suddenly being left out of key meetings, passed over for stretch projects, or labeled “not a cultural fit.”

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Creating Psychological Safety: A Call to Action

If your organization isn’t hearing from employees — really hearing them — it’s not always a communication issue. Sometimes, it’s a trust issue. A safety issue.

If you truly want your employees to “bring their whole selves to work,” you have to be ready for all that comes with that: different perspectives, uncomfortable truths, constructive pushback, and stories that challenge the dominant narrative.

Because the truth is, many of us don’t feel safe being real. We’re worried that honesty will lead to humiliation, marginalization, or career stagnation.

Until companies build cultures of safety, not silence, your most diverse, dynamic talent will keep their heads down or walk out the door.

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From Silence to “Good Trouble”

As I’ve matured in my career—and more importantly, in my identity—I’ve become more grounded in who I am and what I’m willing to accept in any area of my life. And now, like the late Congressman John Lewis, I believe in making “good trouble.”

Not to be confused with being a troublemaker. I’m not here to stir the pot just for the sake of it. But when I see inequity, injustice, or an opportunity for us to actually live out the values posted on company websites and PowerPoint slides, I’m compelled to speak.

Because silence might keep you safe—but it won’t set you free.

So if my truth costs me my job, then maybe that job was never aligned with my purpose in the first place.

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Final Thought

To my fellow professionals: Whether you choose to speak up or stay silent, I respect your path. Just know that your voice has power—even if you don’t use it right now.

And to the companies reading this: If you really want innovation, inclusion, and authenticity, then be ready to welcome more than just praise. Be ready to hear truth. Even when it makes you uncomfortable.

Because silence may be golden—but in Corporate America, it’s often a weapon.

Let’s do better.

🖤 — Demetrius Washington

In the age of digital connectivity, data breaches have become an unfortunate yet familiar occurrence. Recently, AT&T disclosed a data breach that exposed millions of customers’ phone numbers and text messages. While I’ve never personally been an AT&T mobile customer, this breach has made me rethink my vulnerability to data theft.

Over the past few weeks, I’ve noticed a disturbing uptick in smishing attempts—those deceitful text messages designed to trick you into revealing personal information. This surge in malicious activity has led me to ponder: Could this be an indirect consequence of AT&T’s data breach?

Understanding the Ripple Effect of Data Breaches

When a company as large as AT&T experiences a data breach, the repercussions extend far beyond its immediate customer base. Here’s why:

1. Data Reselling: Cybercriminals often sell stolen data on the dark web. Even if your data wasn’t directly compromised, it might end up in the hands of malicious actors through secondary sales.

2. Increased Fraud Attempts: With millions of new phone numbers and text records available, scammers cast a wider net, targeting compromised and non-compromised individuals.

3. Sophisticated Phishing Schemes: Access to text message content allows criminals to craft more believable phishing attempts, increasing the likelihood of unsuspecting individuals falling victim.

Protecting Yourself Against Smishing and Data Theft

Given the heightened threat landscape, it’s crucial to adopt proactive measures to safeguard your personal information:

1. Stay Vigilant: Always scrutinize unsolicited messages. Look out for red flags such as unfamiliar sender numbers, spelling errors, and suspicious links.

2. Use Multi-Factor Authentication (MFA): Enable MFA on all your accounts. This adds an extra layer of security by requiring a second form of verification beyond your password.

3. Regularly Update Passwords: Use strong, unique passwords for different accounts and change them periodically. Consider using a password manager to keep track of them.

4. Monitor Your Accounts: Regularly check your financial and online accounts for any unusual activity. Early detection of unauthorized access can prevent further damage.

5. Report and Block: If you receive a suspicious text message, report it to your mobile carrier and block the sender. Many carriers have dedicated numbers for reporting smishing attempts.

The Broader Implications

This breach is a stark reminder that data security is not just a concern for the directly affected. As technology intertwines our personal and professional lives, the boundaries of impact become increasingly blurred. While companies must bolster their cybersecurity measures, we, as consumers, need to stay informed and prepared.

Conclusion

The recent AT&T data breach is a wake-up call for all of us. Even if you’re not an AT&T customer, the ripple effects of such breaches can indirectly put your personal information at risk. We can mitigate the potential fallout from these inevitable incidents by staying vigilant and taking proactive measures.

Stay safe and secure in this interconnected digital world.

Whew, the 2024 elections are over, and America has decided. A lot of headlines and social media posts are declaring that Kamala “failed.” Despite running a decent campaign with similar missteps most campaigns have, it was always unlikely she’d win, especially under such a tight time frame. And this isn’t to say I’m endorsing her policies or arguing that her campaign decisions weren’t flawed. But was she truly set up for success, or was she just the latest high-profile woman to be pushed off the “glass cliff”?

The glass cliff is a term that describes the pattern where women, and often other marginalized leaders, are handed risky leadership roles or promotions during times of crisis. They’re essentially being set up to fail. And when they do, they’re often scapegoated as evidence that they weren’t up for the job in the first place. If the Democratic Party truly wanted Kamala as their nominee, why didn’t they choose her earlier, when conditions were more favorable? Why wait until Biden’s poll numbers were tanking and Trump was a clear frontrunner? By making a Hail Mary pass and then expecting her to accomplish the near-impossible, her “defeat” seems like a setup more than a fair shot.

The Glass Cliff in Corporate America

This glass cliff phenomenon isn’t unique to politics—it’s a recurring pattern in corporate America, too. When departments or companies find themselves struggling, they often bring in women leaders or leaders from underrepresented groups to turn things around. These high-stakes roles come with the unspoken implication that if the ship sinks, the new captain will be blamed. If by some miracle, these women succeed, they rarely receive the recognition or support they deserve to stay afloat long term.

Consider some high-profile examples:

• Marissa Mayer at Yahoo!: Hailed as a tech prodigy when she took the helm in 2012, Mayer was tasked with turning around a struggling Yahoo, one of Silicon Valley’s most storied companies. But Yahoo had been on the decline for years, struggling with competition and identity issues long before she arrived. Despite some successes, Mayer was widely criticized, and the weight of Yahoo’s long-standing issues fell squarely on her shoulders. When she couldn’t deliver a miracle, her leadership was questioned.

• Mary Barra at General Motors (GM): Barra took on the role of CEO in 2014, becoming the first woman to lead a major global automaker—just as GM was grappling with a massive recall crisis. She faced unprecedented scrutiny, bearing the brunt of years of neglected safety issues that predated her leadership. Although she successfully navigated the crisis, GM’s troubles and cultural challenges loomed, casting a shadow on her leadership tenure despite the odds she overcame.

• Ellen Pao at Reddit: When Ellen Pao stepped in as interim CEO of Reddit, the company was already facing internal and external tensions around issues like workplace culture and content moderation. Pao’s efforts to modernize the platform faced immediate resistance, and when controversies arose, the pressure mounted against her alone. Her departure was met with relief from critics, but many in tech noted that the deeper issues within Reddit had little to do with her leadership.

In each case, these women took on roles that many wouldn’t touch because they were told, in essence, “only you can fix this.” But when systemic issues proved too great to overcome, their leadership and competence were called into question.

Setting All Leaders Up for Success

When organizations—and yes, political parties—set leaders up with unrealistic expectations, they’re fostering an environment where the true potential of those leaders is never realized. If we truly want women, people of color, and other marginalized groups to thrive, we must ensure that they’re given the same fair shake as their predecessors or counterparts. Here’s how we can move the needle:

1. Consider the Whole Picture Before Appointing Leaders: Don’t just bring in a new leader when there’s a crisis. When companies only promote women or other marginalized individuals into troubled roles, they’re setting them up for failure. Create development paths for all potential leaders to gradually take on roles, and ensure crises are managed by qualified leaders who are prepared, not merely “available.”

2. Provide Meaningful Resources and Support: Leaders stepping into challenging roles should have the resources and backing to succeed. If a leader is expected to revamp an entire department, give them the budget, people, and time to do so. Setting up a “rescue mission” without support sends the message that failure is expected and even welcomed.

3. Evaluate Success Realistically: Leaders shouldn’t be held to a superhuman standard just because they come in during a turbulent time. Success should be measured on progress toward specific goals rather than an all-or-nothing turnaround. Allow leaders to demonstrate their abilities through meaningful milestones that reflect the challenges they inherited.

4. Share the Wins and Losses: When a leader does turn things around, give them the credit. And when they don’t, avoid scapegoating them for systemic failures that existed before they stepped into the role. Real change takes time, often beyond the tenure of a single leader.

5. Create Succession Pipelines that Aren’t Crisis-Dependent: When we see leaders placed in high-stakes roles only in times of crisis, it’s often because there aren’t robust succession plans in place. When organizations have a more proactive approach to leadership development, they can match the right leader with the right opportunity, crisis or not.

Kamala Harris’s presidential campaign and its outcome may be the latest high-profile instance of the glass cliff, but it’s far from the only one. If we want to see diverse leadership flourish, we need to start by treating all leaders fairly—giving them the chance, support, and stability to thrive. Let’s not make marginalized leaders the face of failure in times of crisis; let’s create environments where they can genuinely lead and be celebrated for it. In politics and business alike, true success comes when every leader has the foundation they need to reach their full potential.

In the relentless pursuit of career advancement, we often equate progress with piling on more responsibility. But true growth sometimes requires us to let go. As we climb the ladder, the things that fueled our success at lower rungs might become weights that hold us back on higher floors.

Take me, for example. As a planner by nature and a project management geek (yes, that’s a thing!), I thrived on the intricate details of client projects. But as I transitioned into leadership, clinging to those tasks meant neglecting the bigger picture and the people who depended on me. Letting go of that hands-on execution allowed me to focus on empowering my team and fostering a collaborative environment – a far more impactful contribution in my new role.

The fear of losing fulfillment is real. But letting go doesn’t have to mean losing passion. Throughout my career, I’ve found immense satisfaction in pursuing other avenues – special assignments within the company or volunteering with causes I care about. It’s about identifying those activities that keep you energized and engaged, even if they fall outside your core responsibilities.

Recently, after five years on our leadership team, two of those as president of our BIPOC employee resource group, the time came for me to pass the torch. Don’t get me wrong – it was an experience I not only cherished but believe to be vital for our organization’s commitment to diversity and inclusion.

Change, though sometimes daunting, is a catalyst for growth. It injects fresh perspectives and ideas into organizations, allowing them to evolve and better serve their stakeholders. For leaders, it’s an opportunity to develop successors, hone our leadership skills, and pursue new challenges where we can make an even greater impact.

My own “retirement” is but a brief interlude in a journey brimming with opportunities to effect transformative change. As I prepare to embark on new ventures aimed at enhancing the associate experience and championing purpose-driven initiatives, I remain steadfast in my conviction that every transition is a stepping stone towards realizing our full potential.

The message here is simple: growth often requires letting go. It may be a cherished project, a leadership position, or even a comfortable routine. But by releasing our grip on what’s familiar, we create space for new possibilities, for deeper impact, and ultimately, for leaving our unique mark on the world. So, don’t be afraid to loosen your hold. Embrace the potential that lies on the other side of letting go. It might just be the push you need to reach your full potential.

So, dare to let go, dare to grow, and dare to make your impact felt. The possibilities are endless when we embrace change with open arms.

In this week’s presidential debate, something that has nothing to do with politics caught my attention. As I watched both candidates dodge important questions, I saw a larger lesson beyond the political arena—one that translates into our professional lives, especially for those of us striving to break through in business leadership.

After the debate, one candidate implied that the other had been given the questions in advance—essentially accusing them of cheating. This wasn’t surprising. We often hear complaints like this when one person is better prepared, more articulate, or simply outperforms another. But instead of taking responsibility for their own lack of preparation, some people look for excuses, accusing others of unfair advantages. It’s a dangerous mindset that can stifle personal and professional growth.

The Reality for Underrated Leaders

Many of us know what it’s like to be overlooked and underestimated in our careers. For Black leaders and other underrepresented groups, this can feel like a recurring theme. We’ve all heard the advice: “You have to work twice as hard to get half as far.” While frustrating, this sentiment holds some truth. Some biases lead to people being passed over, despite their skills, preparation, and qualifications. But here’s the thing: those of us who know we’re being underrated are often the ones who show up more prepared than anyone else in the room. We study longer, anticipate challenges better, and practice until perfection becomes second nature.

Yet, despite our hard work, we still hear the doubts. People assume we were “lucky,” had insider information, or that we somehow cheated the system. What they don’t see is the countless hours of preparation that went into every success. They don’t see the late nights, the sacrifices, and the relentless drive to prove that we deserve our spot at the table.

Accountability Starts With Us

While it’s easy to point out biases—and they certainly exist—we must also look inward. Are we truly prepared? Have we put in the time and effort to excel, or are we relying on talent alone? Talent will only take you so far; preparation, discipline, and accountability take you the rest of the way.

It’s easy to make excuses when things don’t go our way. Maybe a competitor outshined you in a presentation, or maybe you were passed over for a promotion. But rather than look for reasons outside of our control, we need to ask ourselves tough questions:

• Did I truly prepare for this moment?

• Could I have done more?

• What can I learn from this?

When we don’t prepare as well as we should, we need to hold ourselves accountable. We can’t afford to shift blame onto others. Because when we do, we deprive ourselves of the opportunity to grow. Blaming others for our failures might feel good in the short term, but in the long term, it keeps us stuck.

Growth Comes From Accountability

Leadership requires us to own both our successes and our failures. If you’re always looking for someone else to blame, you’ll never take the steps necessary to improve. You’ll never ask yourself the important questions that lead to growth.

On the other hand, when you own your mistakes and missteps, you put yourself in a position to improve the next time. Accountability is empowering because it gives us control over our development. When you accept responsibility for where you are today, you gain the power to shape where you’ll be tomorrow.

Overcoming Bias While Staying Accountable

The reality is that biases will always exist in some form. People will doubt your abilities based on factors outside of your control—race, gender, age, or background. But the way to overcome these obstacles is through relentless preparation and unwavering accountability. You can’t control others’ perceptions, but you can control how well you show up. And when you consistently show up prepared, no amount of bias can hold you back forever.

We can’t change the way the world operates overnight, but we can change the way we approach our own growth. The next time you face a setback, resist the urge to blame others. Instead, focus on how you can prepare better, learn more, and improve next time. Because when it comes to leadership, true growth only happens when we hold ourselves accountable.