But if you are making food, beverage, or clothing, or other products that people have the ability to identify by brand - those are the kinds of companies you want to target. Especially look at the small and emerging companies - and I emphasize the small and emerging - because those are the companies seeking managerial ability. They are less likely to be concerned about the race or sex of the person. They're often starved for management and that's where you want to take your skills.
"When looking for a job," says Clarke, "wear the proverbial corporate uniform. Go forth and assume that the person interviewing you is examining the content of your character rather than the color of your skin. If you are looking at a smaller company, there may be a bit of what I call visual surprise. But once you get down to talk about the nitty-gritty-nobody gives a damn. If you are a quality control person coming out of IBM or Polaroid or Xerox or a company like that, and you go to work for WC Widget Software Manufacturing, the company executive is saying, 'Gee, this guy is bringing me 20 years of IBM. I don't care if he's purple.'
A Surprise Advantage
Clarke notes that an interviewer may be somewhat surprised to see a minority walk through the door. Don't be put off by that, he says. Focus on making your point. Take advantage of the interviewer's surprise. Say, "I know you may be surprised to see me. But if you'll just focus on my resume and talk about the contents of it and my experience, you may be pleasantly surprised." Then, says Clarke, talk about how you can help the company. Focus on the positive and make your points.
Floyd Dickens, an electrical engineer and CEO of 21st Century Management Services, a Cincinnati-based management consulting firm, says minorities need to use their natural intelligence to determine whether interviewers are racist or sexist. Indulge in idle chitchat for a few minutes to size up the interviewer and develop the approach you plan to take. "If an interviewer seems prejudicial," says Dickens, 'Td be very aggressive and interview them. On the other hand, if the interviewer is sensitive, open, and direct, I would be less aggressive and put more emphasis on information."
Show-and-Tell Interviews
Dickens says white interviewers often expect minorities to be non-aggressive. "What happens," he says, "is that minorities, especially blacks, get caught between a rock and a hard place." He cautions against being non-aggressive and polite and claims it is much better to err on the strong side.
"It's important to convey an attitude of 'Look what you'll lose if you don't hire me. Look at the difference I can make,' as opposed to saying, 'Oh, please hire me because I need a job.' And interview the interviewer to find out what the company can do for you. You have a right to work in an organization you'd like to call your own."
Another way to influence the interviewer, says Dickens, is to say, "Let me show you what I've done." He suggests bringing a portfolio of your work, like an artist, that vividly demonstrates your achievements. These materials can include magazine articles you've written, newspaper clippings, reports you've produced, and a set of written one-pagers that high light your interpersonal skills, problem-solving and leadership abilities. Bind this material into a leather notebook and you'll have an impressive presentation of what you've done and what you can do. "Think of it in terms of an acting appearance," says Dickens.
Discard Excess Emotional Baggage
"When you are out of a job at age 50," says recruiter Clarke, "you've probably got a couple of kids finishing high school, or in college or grad school, and your house is almost paid for. You've got a lot of emotional weight to carry. Don't carry the emotional weight of race into the interview process. Pursue the job in a positive way, because you can get really depressed in the job-hunting process if you assume the person you are talking to is going to discriminate against you.
"With the demographics being what they are today, companies that are going to stay competitive are going to have to deal with a diverse employment market. Intelligent companies are going to hire good people from diverse backgrounds. Employers will in this and the next decade have to hire an older pool of employees to meet their need for experienced workers.
"Although it may not be apparent to 50-plus-year-olds going into the job market, they are indeed going to be the market of the future. They are going to have something to sell in a seller's market for a change. They should maintain the attitude of 'Hey, I've got something to offer your company.' Not with an arrogant approach, but one that says, 'Look at the future, look at the demographics. I'm going to be here at least for the next 20 years because there is no mandatory retirement at 65. I'm not the kind of person who will be changing jobs every couple of years. So I'm bringing you solid experience and the probability of being a loyal, long-term employee.' "
