Are you on the glass cliff...??

Scotland was the first country in Europe to have a Muslim leader, Humza Yousaf.

It was a truly remarkable thing to have witnessed. Having grown up in Scotland it wasn't something I ever thought I'd see in my lifetime- to see myself represented- and I'm not talking about the politics here.

Yousaf went on to resign, but something really bothered me about the whole episode and then I realised what it had been, his ascent to the First Minister and his subsequent fall was a story about the glass cliff.

Although I've written about this previously, I thought it was worth exploring in a bit more depth because unless you've had that life experience - it's not something you'd necessarily be aware of.

See what you think.

The reality of the glass cliff.

Humza Yousaf's resignation has reminded me again about the reality of the glass cliff for underrepresented people in the workplace.

The glass cliff theory describes a real-world phenomenon in which women and people of colour are more likely to be appointed to precarious leadership positions in poorly performing organisations.

This term was originally coined in 2005 by British professors Michelle K. Ryan and Alexander Haslam of University of Exeter, United Kingdom. In a study, Ryan and Haslam examined the performance of FTSE 100 companies before and after the appointment of new board members. They found companies that appointed women to their boards were likelier than others to have experienced consistently bad performance in the preceding five months.

Research by Alison Cook and Christy Glass found that, in US college men's basketball, coaches belonging to racial minorities were more likely than white coaches to be promoted to losing teams. The researchers also analysed promotion patterns at Fortune 500 companies over a 15-year timespan and saw that – compared to white men – white women and both men and women of colour were more likely to be appointed as CEO in struggling firms.

The glass cliff theory shows that (generally )white men are more likely to be appointed to stable leadership positions in successful organisations.

Why the glass cliff?

Well, having broken through the glass ceiling women and people of colour are left standing on the edge of a "glass cliff" with no support.

My reflection on Humza Yousaf has nothing to do with politics, I'm not going there or into the various ins and outs of anything reported in the press at the time.

It's not about that.

It's about the fact that his situation, although incredibly high-profile, mirrors the reality for so many women and people of colour, and to be fair other minoritized people, currently in the workplace. The situation of being given that " opportunity", that precarious, high-risk position, which we then take on, without even realising that we've been walked to the edge of that glass cliff.

We don't think about our welfare, only the opportunity and what we need to do, it's high-risk, and I know high rewards if you succeed.

But what if you don't?

You get put through the meat- grinder.

As you can tell, I've been there, and it was only through the love and support of my family that I didn't fall off that cliff.

Research has shown that a minority leader's failure will provoke a return to the white, male norm. Cook and Glass' research shows that when a firm's performance declines during the tenure of an occupational minority CEO, they are likely to be replaced by a white man. The researchers call it the "saviour effect".

My reflection to everyone who has taken a role that puts them on this glass cliff is please be careful because it comes with so many insidious risks.

I get why you've taken the role but you need to think about not the height of that cliff, but that precarious cliff-edge.

Get a safety rope, and have your own back.

Because too often, no one else will.

It's time to break free, and my regular reminder for those stuck in a toxic culture.

A sign of a toxic culture is that the loudest voice in the room is the one that gets listened to and rewarded consistently. We've all been in meetings where there's that one person who is so inextricably in love with the sound of their voice and opinion that they dominate - not allowing others to contribute.

But I'm talking about more than that, I'm highlighting a situation where in an organisation that sort of braggart voice is feted and rewarded, as opposed to attempts to reign them in.

No space is held for quieter voices- and yet sometimes they can have the most powerful contributions.

This isn't about extrovert vs introvert.

It's about recognising one of the many indicators that can constitute a toxic culture.

If this resonates, then you may well be inside one.

"Quiet people have the loudest minds"

Stephen Hawking.

Wishing everyone the best week ahead.

Sal

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#FindingYourTrueNorth #WeRiseByLiftingEachOther