Unmasking Code-Switching

Building on last month’s article on empathy , I’d like to tackle a topic that represents another critical characteristic to fostering an inclusive workplace – psychological safety , which, among other things, includes the belief that one can speak up without risk of punishment or humiliation. Without psychological safety, people won’t feel comfortable bringing their authentic selves to work and they rely on coping mechanisms like code-switching . For those who may be unfamiliar with this term, code-switching refers to individuals adjusting their style of speaking, appearance, behavior, and expressions to make others comfortable and increase the likelihood of being included and receiving fair treatment. The pressure to code-switch can often be psychologically taxing on employees and can negatively impact their identity and self-worth. In addition, the employer often won’t benefit from the full potential of that individual.???

I’d like to have an honest conversation about this behavior that I’ve personally practiced in the past. I know many others have, too, both those from underrepresented or marginalized communities, as well as those who are from groups who represent the majority. To help me start this important conversation, my colleague, Crysta Dungee, will also share her experiences and perspectives. Crysta is Takeda’s new Head of U.S. Region Diversity, Equity & Inclusion. Her role is instrumental as we continue our journey as a company to foster a sense of belonging and inclusivity for our employees so that everyone can show up as their true self.

Julie: Let’s start out with a very basic question that has a lot of implications. When you hear the words “code-switching,” what does that mean to you? What do you really hear?

Crysta: Thank you, Julie, first for exploring a topic that’s not often discussed out loud. I’m grateful that we have an opportunity to talk about it. To me, code-switching means changing how you authentically show up and behave to be accepted by the most dominant group in the room. But what I really hear is what’s most natural or authentic to me might become a topic of uncomfortable conversation to you, or a judgment of my competence by you.

?Julie: That’s an insightful way to frame it. I've often described it as wearing a mask to protect yourself. It’s unfortunate because the mask often creates a barrier to allowing you to be your authentic self. There are some obvious examples, like changing your appearance, which I’ve done. But there are also less obvious ways people code-switch, such as when a man pretends to like sports to fit in because it’s expected, when he actually doesn’t. Would you mind sharing an experience you’ve had?

Crysta: It’s challenging to choose just one example because, unfortunately, it’s a normal part of existing in corporate culture for me. Engaging in code-switching has forced me to be agile in my responses about basic questions, from the way I’ve talked about my graduate school experiences, because no one knew what an HBCU (Historically Black College and University) was, to having a backup example of favorite movies, artists, or foods during team building activities so I didn’t get blank stares. One of the most meaningful experiences happened early in my career when I chose to wear my hair in its big and curly natural state for a conference, despite a mentor advising me against it. The pride that I felt about my decision was quickly crushed by both direct and thinly veiled comments from leaders and colleagues, leading me to take a taxi to the nearest store for hair products and tools to transform into a more Eurocentric style for the next day. In that moment, I felt demoralized and started disengaging because it seemed that my performance wouldn’t determine my success.

Julie: I’m so sorry to hear about that experience, Crysta, my heart sank a little imagining how you must have been feeling in that moment. My experiences also occurred earlier in my career when I felt I had to be more like “one of the guys” or “act like a man” to be taken seriously and fit in. I hid aspects of my personality and suppressed some of my instincts because they were not valued. I smiled through many misogynistic comments and jokes that my colleagues made, even though they were painful to hear. I felt marginalized and isolated and sometimes, I even blamed myself for not speaking up. Not surprisingly, it took a lot of energy for me to code-switch in this way and that energy could have been more productively spent on my work.

Crysta: I’ve experienced that, too. I worked in tech for many years, where I observed that being kind and polite, often seen as stereotypical “female traits” did not get you as far as someone who learned to interrupt and be self-promoting, which can be considered stereotypical “male traits” just to survive in that culture. What your story points out – and what I’ve experienced in industries outside of health care – is that homogeneity in places of power is problematic across every industry. When you’re different, there’s automatic pressure to assimilate to the dominant culture, to ease the isolation.

Julie: I’ve often said that my journey to improve my leadership style had to start with shedding a lot of those misguided stereotypical behaviors, perceptions, and attributes. Although I know we could share stories all day, I’d like to switch gears to something a little more positive. Let’s talk about the traits you find in inclusive leaders who create psychologically safe environments and embrace authenticity.

Crysta: Leaders who model vulnerability, humility, and have an openness and thirst to learn about other people. They are willing to uncover their own marginalized identities, admit what they don’t know, and spotlight the unique strengths of others. What about you? What are some of the traits you’ve seen inclusive leaders demonstrate?

Julie: I agree with the ones you mentioned, and I would add empathy. I’ve spoken a lot about its importance and of my own journey in become a more empathetic leader, which was something that I didn’t always lead with. Leaders that understand and appreciate the value of an individual’s authentic self are often the same leaders that listen to, respect, and build strong relationships with people. They establish trust and give people room to shine.

Crysta: Empathy is an especially crucial element, because as I think we’ve both experienced, code-switching is psychologically taxing on people, so having a leader willing to listen and be supportive has such a positive impact on feeling heard and validated. For those out there who are just tired of code-switching, do you have a go-to piece of advice?

Julie: This is tough because often you feel like you don’t have a choice and you don’t have the power to change your situation. However, you always have a choice, so I’m going to cheat and provide two pieces of advice. First, find allies. Allies are people who can speak up for you when you may not be able to do so and who can help create a safe environment. Second, if that isn’t enough, and you find yourself in a position where you are unable to thrive, sometimes you need to change the environment and find a place where you can. I’ve often said that I didn’t necessarily come to Takeda by choice (I was part of the Shire acquisition), but I’ve stayed by choice and a big part of why is because I know that I can bring my full self here. We are working incredibly hard as a company to create an environment where people can feel psychologically safe and feel like they have a sense of belonging. And it’s important for me to help lead in this effort.

Crysta: I would add in another step and encourage them to ask themselves, “What’s the risk in being you?” because sometimes the fear in your head is much worse than the actual outcome. Then I would suggest they find a mentor whose style and presence they respect and ask them how they show up authentically. You may not realize it, Julie, but I recently put this into practice when we had dinner a few weeks ago. If you remember, I stepped away to take a call from my son’s teacher who shared he’d been having a rough day and cried about missing mommy. I asked you about the strategies you used to stay connected to family when your children were younger, and you gave me some amazing tips. In that moment I not only learned something helpful, but I was able to exhale and show up more authentically, which everyone should be able to do at work.

Julie: Thank you for sharing that, Crysta. I remember that conversation well. I remember feeling happy that you prioritized your family in that moment, and humbled that you felt comfortable to share that piece of yourself with me. It helped me get to know you better and understand another facet of yourself that you bring into your job every day. As leaders, we all need to give our people those exhale moments and that starts with us recognizing each other’s humanity.

Crysta: Exactly, because, ultimately, helping someone feel psychologically safe starts with leaders showing up as our authentic selves and creating space for others to do so as well. As many difficult code-switching moments as I’ve had, I’ve also had leaders whose moment of support and recognition, have stayed with me and encouraged me to lean in with my strengths. I consider it my duty to pay that forward.

Julie: I feel the same and in next month’s piece, I’ll focus on the role of allyship, which we both mentioned is an important piece in creating a psychologically safe and inclusive workplace.

It’s been a true pleasure to start this conversation about code-switching and psychological safety with you, Crysta. I hope readers will continue the conversation by sharing their experiences, advice, and other perspectives in the comments below.??

?Crysta: Thank YOU, Julie. I appreciate you creating the space for the conversation and giving others the opportunity to contribute. I look forward to hearing from others, as well!