jobs chanel header

See your
text ad here!

in learning

September/October Diversity Dilemma Results:
Pierced nose? Wild clothes? What to do with a productive "punk?"

Tomoko, an Asian female in her twenties, originally dressed conservatively in the workplace. After five months, however, she has changed her clothing and added a nose ring, becoming the "picture of punk." Despite this, her sales results are excellent, much better than most others in the office. Tomoko thinks her sales (to those in her own age bracket) have resulted because of her hip look. Her manager, Michael, on the other hand, is concerned that her look will have a negative impact on her success. He wants to discuss this with Tomoko, but does not want to appear personally biased.

What should Michael do?

  1. Michael should tell Tomoko to dress conservatively in the office, but may dress any way she wishes when she is in the field selling.
  2. Michael can begin his conversation by telling Tomoko that he is proud of her sales results, believes she has a bright future with the company, and would like to provide her some coaching if she is open to it. If she says she is doing well and doesn't need any coaching, he should leave it alone.
  3. Michael can begin his conversation by telling Tomoko that he is proud of her sales results, believes she has a bright future with the company, and would like to provide her some coaching. He should proceed to tell her that while her "look" is certainly not a "difference that makes a difference" in her performance, it could become a problem if others' perceptions are negative and interfere with promotional opportunities. He could then ask her if there are ways that she can continue being productive with clients while presenting a different type of image to those internal to the organization thereby allowing her to come to her own solution.
  4. Michael can leave it alone. Tomoko is bright and productive and will eventually "get the message" that her image may have negative results internally. Punk isn't exactly the corporate management look. When she understands this, she will learn to look different when she is in the office.

Results:

  • Top Choice: The overwhelming majority of respondents (81 percent) chose option C, believing that Michael should present the problem to Tomoko by stressing his concern for her career. He should then ask if she has any suggestions as to how to balance her successful interactions with her clients and the expectations of the office dress code and then allow her to problem-solve the issue herself.
  • Second Choice: Following this, 11 percent, or eight people, chose option D, where Michael allows Tomoko to dress how she wants and trusts that she will soon notice that her appearance is inappropriate in the workplace and change of her own volition.
  • Third Choice: Only four people (5 percent) chose option B, believing that Michael should focus a conversation with Tomoko around her impressive sales results and emphasizing that Tomoko has a strong future with the company. He would then suggest some coaching, if she were willing to accept. If not, he would let the matter rest.
  • Fourth Choice: There were two people (about 3 percent) who suggested option A, where Michael creates a compromise for Tomoko. She may dress the way she wants when in the field dealing with clients, but in the office she must dress more appropriately.
  • One person offered a separate opinion:
  • "Michael should have a conversation with her as described in Option C. There should be more training to all the members on diversity issues."

A total of 72 people responded to the September/October Diversity Dilemma on DiversityCentral.com.

Take our newest dilemma.

Read more:

back to top

 

 

© 2007 The GilDeane Group, Inc. All rights reserved. Information on this site may not be reproduced in part or in full in any form without written permission from The GilDeane Group, Inc. 13751 Lake City Way NE, Suite 210, Seattle, Washington, 98125-8612.