The Queer Experience Of Lesbian Leaders of Fortune 500 Companies

Some Lesbian women have to hide their sexual orientation in the workplace

This week we’re talking about those who made it to the top and aren’t hiding it

Get your pen and paper ready because we’re talking about The Queer Experience Of Lesbian Leaders of Fortune 500 Companies

This is the second of a two part series on the contemporary work experience of queer employees.

In today’s show we discuss several things including:

  • A brief introduction to Queer Theory
  • How Lesbian Executives have to consider their appearance
  • The surprising research outcome regarding heterosexual women and much more

Queer theory challenges heteronormative standards

“It’s useful to think of Queer theory as being critical of fixed, binary or stable notions of gender identity and or sexual orientation”

Lesbian Leaders consider gender a greater barrier than sexual orientation

“the Leaders didn’t find their sexual orientation to be a barrier to their careers, they did however think that their gender identity was a barrier to their career”

 For Lesbian Leaders appearances do matter even when you overperform

“Despite being outstanding performers, who exceeded expectations. Somehow the hairstyle of one of  them came up and the “lifestyle” as a lesbian came up for another”


Why Inclusion Makes LGBT Employees Want To Leave

Queering Executive Presence

Capitalism, Identity Politics, and Queerness Converge: LGBT Employee Resource Groups

Fortune 500 List of Companies

 Why Critical Race Theory is an Inclusion Problem

The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences