moda0306 wrote:People work with who they trust, and people trust people like them. Further, the "its not what you know but who you know" still applies greatly, which is organic and ok in some ways but has to be acknowledged IMO when you're deciding how much to lecture brown people about how they can pull themselves up by their bootstraps to become "successful."
I think you'll get a lot more traction out of this argument by taking race out of the equation. Assuming all your facts, white people who don't happen to know the right people are just as excluded as brown people. There are probably more white people on the outside looking in than there are black people. So why make it about race?
Thanks for correcting us. There is rampant discrimination by class, gender, age, and race. Corporate America is led by a cohort of men of Northern European and British ancestry, and it's an "up or out" system, if you don't have an executive position or ownership stake by your late 40s or 50 at most, you're sidelined... even other white guys. Get out of here, no retiree health, no Medicare for you.
I've been in corporations for 32 years, from Fortune rank #11 all the way down to start-ups, and I've always been taking orders from the same kinds of guys, the kind of person and ages stay static, just the clothing styles and hairstyles change over the decades, people who in many cases just failed their way upwards, who were good at "managing up" and brown-nosing, and I'm tired of it. Now they are younger than me. I just want my portfolio to get to a certain level, then check out.
Here's an anecdote about this "like promoting and protecting like"... I was advised to prepare my management presentations with a certain color palette at Amoco Corporation (now BP), because so many of the managers were color-blind. We used to joke that they they were all related. Well... I'm sure they were, distantly (color-blindness is prevalent in Northern Europe and the UK).