Black Sales Journal

I run this post every every once in a while.  It will always be relevant and I believe it is true.    Do remember that the no matter what your color, the your use of race  or ethnicity in you assessment of whether you were treated fairly in receiving a promotion or favor is in essence ‘playing the race card’.  Only involve race, color,  or ethnicity  when you really believe it was truly unfairly utilized against you, and you  have some substantiation to  prove it!

______________________________________

Are you playing the race card?  Without doubt, this is a loaded question.  Playing the race card in the work setting is similar to dropping a hand grenade in a prayer session.  It is polarizing and negative and changes the landscape and the game.  Quite frankly, it creates an explosion when you do it, and even if there are no casualties, you have created strident enemies all around you.

What is this ‘thing’ we call the race card and is there ever a time to use it?

Simple Definitions

To capture the definition of race card, I visited Wikipedia.  It is not always the most credible source, but it puts a stake in the ground of controversial subjects including this one:

According to Wikipedia:

In the less critical sense, the phrase is commonly used in two contexts. In the first, and more common context, it alleges that someone has deliberately and falsely accused another person of being a racist in order to gain some sort of advantage.[1] (Continued)

In the second context, it refers to someone exploiting prejudice against another race for political or some other advantage. The use of thesouthern strategy by a political candidate is said by some to be a version of playing the race card, such as when former Senator Jesse Helms, during his 1990 North Carolina Senate campaign ran an ad showing a black man taking a white man’s job, intended as a criticism of the idea of racial quotas. The ad was interpreted by many people as trying to play to racist fears among white voters.

Excerpted from “Race Card”, Wikipedia 9/3/2011

The most important portion of the definition of “race card” from Wikipedia above is accentuated here:

“…it alleges that someone has deliberately and falsely accused another person of being a racist in order to gain some sort of advantage.”

Quite simply put, the race card manifest itself in our business environment in a couple of profound ways:

• An individual (let’s say Black employee) suggest issues involving race as the reason for some less than desirable action on the part of a manager or superior, which results in an impairment or disadvantage.  The employee specifically cites race or racism as being evident.
• A manager or another employee attempts to discredit an employee (let’s say Black employee) by falsely suggesting that the employee has cited race as the reason for a particular treatment or actions.

There are other ways that it can play out, yet these represent some of the more prominent issues that have to do with this interchange.  No one wants to be discredited.  Not the manager, nor the employee.  The mere mention that one feels discriminated against is toxic in an organization, so both of these are problematic.

Falsely accusing someone of being racist is a simple concept.  It is wrong and playing that card is detrimental to all Black professionals who are working to be the best that they can be.  Misrepresenting what an employee thinks or feels about any aspect of discrimination to pre-empt an action or discussion is just as wrong.

So playing the race card can mean a lot of things, but it happens both ways.  Both ways are detrimental to good relations, and we should be real careful about alleging that race and racism is a motivation unless it is quite evident.

What if it is true?  If it is true, you might phrase that as ’playing the race card’ as well, yet be very careful as being able to prove the truth is not an easy task.  Even though ‘the truth will set you free’, it may not get you justice in a case like this.

What Can You Prove?

It is always smart to avoid any claim that you cannot prove.  Remember, “It is not what you know, it is what you can prove!” With that in mind, your claims regarding management should be restrained when it comes to racism, and always yield to that which you can substantiate.

If you have a provable claim of disparate treatment, you should have discussions on the basis of that treatment, not racism.  In other words, if you are being treated unfairly, have those discussions with the manager or HR; yet be reserved with any race card.   The best HR professionals will understand you and your claim if you are clear, and if the claim is actionable, they will act on it.  Good HR professionals consider the possibility racism, whether they tell you or not.

I always say “what you can prove” because racism (in this case) is an attitude which is evidenced by how a manager treats his/her employees.  Proving that there is a racist attitude means nothing if it is not accompanied by activities that show discrimination.  What are you trying to prove?  Proving that you are discriminated against is difficult, yet doable, but it is not easy at all

Win the Smart Way

Don’t make assertions based on the race card.  Challenge management to be fair and unbiased, and you can do that without charges that are extremely difficult to prove.  Stand up for yourself and keep good objective records that will substantiate any objective complaints that you might have.

If you suspect that there is a problem, bounce the situation off of a mentor (if you trust him/her) or a confidant in another field or industry for tips on how they would handle it.  Most bona fide professionals can ‘smell’ racism when it is present.  Always base your complaints on fairness and equity unless it is something simple to prove.  Fairness and equity are important and lend themselves to reasonable proof.  Unfortunately racism is insidious and it is never lends itself to easy proof.

An example of fairness and equity is illustrated in this example:

Your manager is giving all of the new prospects to someone else, and you need new prospects, you should consider approaching that on the basis of fairness and equity even though you suspect racism.

Benefit – It puts everyone on notice that you recognize that you are not being treated fairly.

Weakness – You don’t change what has happened in the past, only go forward.

In this situation, you speak to the manager openly and frankly about what you believe is the disparity.  The manager should be the first stop, and he or she will recognize that you are being a professional by bringing it to him/her first.   If it persists, your next stop is HR to discuss the actions.  You will get some advice from there about how to proceed, yet realize that you need your “ducks in a row” as you consider going above your manager.

If it is repairable, it normally can be done at that level.  Always be the professional in your actions.  It will pay dividends.

Your comments are appreciated.

“Who has confidence in himself will gain the confidence of others.”
- Lieb Lazarow

In corporate lobbies and shiny business buildings everywhere there are people trying to rob you of your self-confidence. There are those people who will attempt to find any crack or weakness to attack, and some with good reason.  Testing your meddle is what they are doing, and it is legal, and you should expect it.

____________________

One day I went on a call to meet a prospect that I had worked on for over 6 months just to get an appointment.  He indicated that we should meet at 9:00A sharp and that I had 45 minutes total appointment time.  That is not enough time to get the information that I needed, but it was a start.  When I arrived at his business at 8:55A, there were two trucks backed-up waiting to get into the loading docks.  I sat patiently waiting for the trucks to move, which would allow entry to the parking lot.  Feeling as if it would be too long, I parked down the street and walked two blocks.

I walked into reception at 9:06A and immediately was escorted in by the receptionist.  My buyer was sitting at a long table in the conference room staring at his watch.  He said, “I thought I specified that you should we would start at 9:00a?”  I apologized without explaining the situation.  He then said, “We are at 9:10 and you are eating away at your own time!”  He then said, “What in God’s name makes you the person I want to buy from?  You seem so young.”  I responded, “I know his industry well, and had some creative solutions that you will find attractive.”  I was on my heels at this point, and that was all that I knew to say.  His expression showed his lack of acceptance.

We rushed through the appointment.  My questions were hurried and his answers were brief, even incomplete.  I continued to probe, although cognizant of my time restraints. I was getting answers, but needed more.  At 9:45A he abruptly stood up, extended his hand and stated, “My next appointment is waiting.  I hope you have enough information.”  As he was leaving the room he parted by saying, “My assistant will make an appointment for the presentation.”  I did not have enough for a quotation presentation, and if I did not get more, it would have been a wasted opportunity.

Never Show You are Shaken

I was late, although only by a few minutes, but was on the defensive and I was young most likely compared to my competition.  Even on top of that, I was Black.  Being Black might not have been the biggest deal in the world, but I was a in a profession that required that you instill confidence in the customer as the product was an intangible.

I am not going to tell you that race was a factor, because I don’t know, but I will speculate below.

This individual was attempting to rob me of my self-confidence and I was not ready to let it go.   You have been in similar situations.  He questioned my professionalism (being late) as well as my age and I did everything that I could do not to appear defensive.

Build a Portfolio of Proof Sources

As you may have seen in BSJ 4/16/12 – Credibility, You Can’t Buy It, You Have Got To Earn It, one of the most effective tools to help establish credibility is proof sources such as letters of recommendation, accreditations, certifications, and other indications of your professional nature and ability to help customers.  Credibility will help give you confidence.  Armed with these, you can answer the questions about experience, age, and knowledge.

If you are new in the sales occupation, you will eventually have these questions so take the opportunity to prepare your portfolio to house these important items:

• Letter from prominent customers singing your praises
• Certifications and designations indicating technical ability and knowledge
• Your reasons why you should be the customers sales professional

These will help, but the most important display is your own demeanor.

Be ‘Cool’ in the Game

If you are new, you may not have all of these items, but whether a novice or a vet, you still need to be look confident and composed no matter what the situation.

Never appear smug but do recognize that you want to portray that the ‘solution’ just walked into the room.  You don’t want to be ‘worshipped’, only believed.  Make solid eye-to-eye contact and put down your electronics, retreating to a reliance on your personal skills.  Remember you listening skills and your ability to show empathy (BSJ – 10/13/2011, Empathy, Put Yourself In Your Customers Shoes) and always deliver solutions…. then sell (BSJ 6/20/2011 -Deliver Solutions…Then Sell).

Something to Think About

He did not involve my race in any of his comments.  He may have been tough, but he was a professional.  Maybe it was not a factor to him.  No matter what, this buyer was a tough one.

Regardless, all a Black sales professional can do is to exude confidence, be ultra prepared, and armed with as much ‘ammo’ in the form of proof sources to deal with perceptions that you might have basic faults.

I always think about being on time and not starting out a meeting with an apology.  Way back then, or even before it, I realized that you start from a weaker position if you ‘begging’ someone’s pardon as the meeting is starting.

In the end, I did not sell this account at this time, although I did sell him in the future.  My presentation was solid according to my manager who was on the call.   This buyer worked with me two years later.  My manager would later say that I ‘developed’ the prospect during that proposal.

Be confident in your abilities, even though buyers, and situations work to strip you of your ‘high’.  If you have prepared well, and know your trade, you should walk in with your shoulders high and ask for the business.

Always be prepared!

Your comments are welcome.