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Last Visited: 8/27/2009
When Celia Young immigrated to the United States in 1971 from Taiwan, she fit into the cultural box that often defines Asian women; she was quiet and didn't ask questions.
This became a problem during Young's first job as a marketing analyst, when a supervisor curtly told her that unless her 'communication skills' improved within 90 days, her future at the company would be bleak.
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When Celia Young immigrated to the United States in 1971 from Taiwan, she fit into the cultural box that often defines Asian women; she was quiet and didn't ask questions.
This became a problem during Young's first job as a marketing analyst, when a supervisor curtly told her that unless her 'communication skills' improved within 90 days, her future at the company would be bleak.
Young, who came to the United States on a scholarship and had an MBA under her belt, interpreted the comment as meaning her English could use improvement.
'Many years later I realized it wasn't just that,' Young said. 'But that was not explained to me, and I did not think to ask.'
Poor communication with her managers led Young to leave the organization before the 90 days was up - but the incident planted a seed in Young's mind about how human relations impact the bottom line.
That early experience eventually manifested into the formation of Celia Young & Associates, an organizational development firm based in Monarch Beach, Calif. Today, the group Young founded helps Fortune 500 corporations manage diversity, and, ultimately, prevent cultural differences from causing an exodus of minority employees.
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One way to narrow the gap is by recognizing different work styles, Young said.
For example, a study conducted by the Asian Pacific American Women Leadership Institute (APAWLI) in Denver, Colo., found that Asian-American women had distinct definitions of leadership.
Asian-American participants believed a manager could be effective by playing the role of the 'quiet leader who convenes people to get things done, but stays in the background' and 'the person who 'steps up to the plate' because she sees a gap that needs to be filled'.
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In contrast, Western culture values self- promotion, and often sees it as an indication of having initiative, Young said.
What managers may perceive to be a 'lack of initiative' in their Asian-American employees is a major factor contributing to the glass ceiling for this group, she said.
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However, like Young, Lee stresses that change will only come about through a collaborative effort between managers and employees.
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Asian Americans are often few and far between in the offices of corporate America, leading to a sense of isolation, Young said.
'Many Asian American employees go work for a large company, and find that they're part of a very small minority, so it's tough to keep a group consciousness.
My work has to do with helping create that sense of community,' she said.
One of her clients, Proctor & Gamble (PG) based in Cincinnati, Ohio, is tuned into how employee networks tie directly into retention, Young said.
At PG, Young helps mobilize Asian-American employees. 'In order for these employees to move ahead, they need to have someone advocating for them,' she said.
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