Who's that in the executive suite? It's probably (still) a white man. Ninety-five percent of all executive-level positions in the U.S. are filled by non-female, non-minority individuals, according to David Thomas and John Gabarro, Harvard professors and authors of Breaking Through: The Making of Minority Executives in Corporate America - a study about the other 5 percent. Thomas and Gabarro have studied successful minority executives and how they succeed in a discriminating - and at times discriminatory - corporate world.

After speaking to a host of executives - some successful, some with stalled careers; some white, others minority - Thomas and Gabarro conclude that the road to success at America's corporations takes different turns for minorities than it does for "standard" white males.

Though the workplace is increasingly diverse (current estimates hold that the workplace will be more than half "minority" by 2020), minorities still face unusual difficulties in the workplace. At the same time, however, minority MBAs have never been in more demand. According to the Consortium for Study in Management, fully 86 percent of top employers surveyed said they intended to hire more minority MBAs in 2000 - regardless of the economy.

~ What's the real story? Thomas and Gabarro insist that minorities, whether African-American, Hispanic, or Asian, face similar barriers to advancement. Fortunately, the authors are also confident about certain methods of breaking these barriers. Vault.com spoke to Thomas and Gabarro about the challenges and opportunities career-minded minorities face.

David A. Thomas: Professor Thomas is currently Professor of Organizational Behavior and Human Resource Management at the Harvard Graduate School of Business Administration. Prior to joining the faculty of the Harvard School of Business, he was on the faculty of the Wharton School of Finance. He is a member of the Academy of Management, National Training Laboratories and the International Society for the Psychoanalytic Study of Organizations.

Why did you write this book?
I thought that most of the knowledge about the issue of the glass ceiling was based on people who were stuck beneath the ceiling. There hadn't been a very good examination of people who managed to make it to the executive suite - and of the organizations that had created those pathways.

As you know, many of this magazine's readers are minority MBAs. Drawing from your research, how would you advise current and recently graduated MBAs?
~ I would say to a newly minted MBA, focus on your early career. In our research, [we found that] people of color who are executives moved more slowly in their early career. However, even though they weren't moving as fast, they were getting very important developmental experience. They felt an intrinsic connection to their work and were highly motivated to do their best. That sustained them even when they knew they were stellar performers who were not being recognized - and not being placed on the fast track. They were finding mentors, developing an internal sense of excellence, and gaining experience. They continually wanted to do their best. When opportunities opened up later on, they were able to capture those opportunities. And once they got an opportunity to move into management jobs, they excelled beyond anyone's expectations.

One of the things I tell my students at Harvard is that they must focus on developmental opportunities when they start their careers. Right out of business school, they need to go to a place where they can connect to work. I see students being drawn to money, status, resume-building - everything except what they need. What about their opportunities for development? What about mentoring? Often, these students don't even know what they want to do. At Harvard, 50 percent of the average graduating MBA class changes his or her job after the first year. My experience after speaking with people who leave is that they're leaving not for a lack of opportunity, but because of poor fit. ~

But isn't this true of people in general? I'm sure more than 50 percent of undergraduates also change their jobs after their first year in. It's trial and error - part of life.
You could say that. But attributing one's course of life to trial and error takes away a sense of free will - and indeed, of responsibility. People must look at what they want and, also, what their job opportunities provide. These two things should come together. [MBAs sometimes] base their career choices on the superficial and external - rather than the internal. Of course, sometimes you can't walk away from perks - the money is too good. And so on. Essentially, this book was written with MBAs in mind.

In the book, "minority" is an umbrella term for many ethnic groups: African-Americans, Hispanic-Americans, and Asian-Americans. Nevertheless, various ethnic groups - as well as the individuals who comprise those groups - encounter very different obstacles in their career development. Why did you choose to study them as a whole?
The book looks at people in corporate America whose experience is that of a racial minority. It's tempting to say there is no commonality. [And there is no doubt that] each person's experience is unique. Even if we have the same experiences, we deal with them uniquely - we experience them in personal ways. The book speaks to common events, patterns, and occurrences in the careers of minority executives. There is a phenomenon of being a racial minority; that [is what] cuts across non-white racial groups. In the existing literature, there is significant work that speaks to the particulars of unique experiences. But this book deals with what is common among all minority executives. Our research shows that Asian-American executives move up more slowly than [do] white executives. So do Hispanics. So do blacks. The issue of prejudice came up for all groups. ~

Have businesses reacted well to your findings? Have you worked with employers to enrich their diversity pools?
We're getting very good responses from business communities - as judged by sales, which are going quite well, and also by the amount of press. We've been featured in the business sections of many journals and magazines. I've also been asked to speak at a number of companies such as General Mills, MTV, Fleet Bank, and Eli Lilly.

How do you account for white women?
White women, of course, face the barriers of gender. Many white women scholars who study white women's executive experiences have come to me. They say that there's lot in this book that also applies to white women. For example, executives of color were much better prepared for management because of their lengthened preparation time. Many white women professionals encounter this same phenomenon.

So what is the most constructive way to deal with racial identity?
The most constructive way to look at racial differences is just that - to acknowledge them. There are people of different races. [These distinctions] correspond to people of different backgrounds and of different ethnic and cultural histories. We don't have to create a hierarchy of racial groups. That is the constructive way to look at it. To do otherwise - implicitly or explicitly - is to collude in the creation of a [racial] hierarchy. ~

John J. Gabarro: Gabarro, the co-author of Breaking Through, has a B.S. in Engineering from Worchester Polytechnic Institute and an MBA and Doctorate from Harvard Business School.

What is the most information a minority MBA [about to enter Corporate America] should know?
Focusing on companies, industries, and opportunities in the early career is very important. You have a choice to do your homework and to avoid companies that have bad reputations. In all these companies, inevitably, there will someday be a breakthrough Latino, black or Asian - but you might not be the breakthrough person. Change usually happens when there is a change of leadership at the top of a company, or when someone comes in with previous experience at the top layer of a company and is very committed. Otherwise it's a game of craps. Look around as you interview [in order to observe the racial composition of the company]. If the only other minorities are secretaries, be aware of that.

It's worth bringing up the issue of minority representation at some point in the interview process. Tell them you want to know if there are blacks, Asians, or whatever in upper management - even if you might be perceived as a troublemaker. However, keep in mind that [the issue] will put the average white male on the offensive. Be careful and tactful, not aggressive. You don't need to be a psychologist to know [that raising the diversity question repeatedly] will turn off a lot of white people and males. But the other extreme - going through life as if differences don't exist - doesn't make a lot of sense either. ~ If, for example, you're interviewing in marketing, and all the minorities you meet are in engineering or R&D, you have the right to ask how many minorities there are in your department.

Is minority recruitment here to stay -or is it simply the newest feel-good fad?
Diversity recruitment is not a fad but a way to break in. Go into it with your eyes open. Ten years ago, many industries, such as investment banks, were NOT friendly to either women or minorities. Even today, expect that in some industries you will get more than your quota of crap. You may want to take a job [specifically] to earn industry experience, competencies, and contacts.

But in certain places, you must also be prepared for either subtle or overt discrimination. What is most important, of course, is performance. Mentors are also vital. Most successful minority MBAs have attracted the attention of someone who becomes a good mentor. ~

What is the future of minority recruitment at the MBA level?
The population is shifting, and the economic boom is affecting the "war for talent," which is a McKinsey expression. There are not enough skilled people to fill the number of positions that are open. Minority MBAs are part of the pool, and companies are committed to hiring and retaining - not just because it's the right thing to do, but because it's a competitive priority. This isn't a fad and it's not going away. Prejudice is not profitable. So I have guarded optimism that things are going in the right direction. I think it's appalling that minorities don't move up as quickly as whites, but I think the book is trying to explain why this is the case - and what companies and minorities can do to change it. V

Lessons for the Next Generation

Lesson #1: Choose work and an organization that suit your personality. Successful people take advantage of the resources at their disposal, including their own innate personality.

Lesson #2: Choose high-quality experiences over fast advancement. A quality experience is one that positions you to build competence, credibility, and confidence. ~

Lesson #3: Build a network of developmental relationships. Thriving in one's career is a result of being able to get the career and social support that mentors, sponsors, and special peers can provide.

Lesson #4: The organization matters. Be selective. Choose the corporation wisely. Today, there is no glory in being a "first" at the lower level of an organization.

Lesson #5: Take charge of your own career. Minority executives benefit by not being passive about their careers. Self-assessment tools and processes are particularly useful in the early career, though they are clearly relevant in all stages.

Lesson #6: Race matters, but it alone does not determine your fate. This is how most of the executives approached the issue of race: despite the existence of extra challenges and scrutiny, they never took it to be a determining factor.

Lesson #7: Make sure it is worth the price. The great majority of minority executives seemed content with the career success they had attained.

- From Breaking Through:
The Making of Minority Executives
in Corporate America