One of the most striking trends in recent years has been the departure of black women from traditional corporate roles to pursue them. entrepreneurial efforts. This exodus is not a withdrawal from corporate spaces, but a bold act of self-liberation, one that commemorates the resilience, resilience, and self-determination of black people for centuries.

Many women of color have rejected spaces that refuse to honor their contributions and don’t just survive outside corporate walls; they thrive, create their own paths, and build ecosystems that recognize and celebrate their worth.

In corporate America, women of color are often left out of the conversation about gender equality. Author Leanne Mair challenges the narrative that black women “can’t crack” the corporate world, instead highlighting the environments that prevent them from thriving. Black women continue to face the toughest barriers, from underrepresentation in leadership to the invisible work of leadership of DEI initiatives.

“Secondary histories reflect the lack of value that women of color face within an organization,” she notes. In her new book, Closing the gap: How to include women of color in any gender equality strategyMair aims to remove the excuses that prevent organizations from taking meaningful action by providing research-backed strategies that go beyond simply recognizing the problem.

For Mair, written Closing the gap it wasn’t just a passion project; felt an overwhelming need to address the glaring gaps in how black women are treated in corporate spaces. Adding to her frustration were reports and initiatives like those from Lean In and McKinsey, which she felt year after year highlighted the struggles of black women without proposing actionable solutions. Reflecting on her journey, Mair recalls that “I felt something settle on me – a pressure I couldn’t get past. I realized that the experience of black women in the corporate world was not being recognized enough, especially through the lens of organizational transformation.”

Understanding the Pyramid of Power and Unconscious Bias

Central to Mair’s argument is the concept of the “Pyramid of Power,” a framework that vividly illustrates hierarchical power dynamics within organizations that perpetuate inequality. At the base of this pyramid are women of color, who face the most significant barriers and have the least access to power and resources. Right above them are other women of color who also face considerable discrimination and marginalization, although their challenges are somewhat less severe than those of women of color.

Moving up the pyramid, white women and black men share a level because they have more privilege and access to power than black women, but still face obstacles related to their gender or race. Finally, at the top of the pyramid sit white men, who hold the most power, privilege, and influence within organizational structures.

Mair emphasizes that leaders must actively understand their role within the power structure and take concrete steps to support those most affected by these inequities. In addition, Mair criticizes the widespread reliance on unconscious bias training, arguing that it often does more harm than good by allowing racism and passive sexism to continue unchecked.

“Unconscious bias training gives people the opportunity to say, ‘Well, it’s not my fault.’ But if you wanted to be a better leader, you would learn what you need to do to improve. Why is it different in terms of equity?” she wonders.

By recognizing and addressing the inherent, deep-seated power imbalances reflected in the pyramid, organizations can move toward creating a more equitable environment for all.

The importance of expanding mindsets

To close the gap between recognition and action, Mair suggests that leaders must integrate diversity, equity and inclusion (DEI) into every aspect of their lives, not just the workplace. “You can’t try to enable racial equity, gender equality, or any kind of diversity practice just in the workplace. If that doesn’t seep into your real life, you don’t stand a chance.”

Mair states that understanding opposing views is essential to developing a more nuanced and practical approach to equity. She urges aspiring allies to engage with organizations that support marginalized communities and engage in conversations that actively challenge their beliefs.

Reading Mair’s book, I was struck by her powerful restatement for leaders: “Gender equality focuses on closing the gap between men and women, while gender equity calls for dismantling the hierarchy of women.”

This insight is at the heart of Mair’s message: understanding and addressing barriers to gender equity is crucial and requires action in both the personal and professional spheres.

Note that this extends beyond just white men. For women leaders, this requires deep introspection into their positions within the Pyramid of Power that Mair describes. For example, women who work full-time and year-round are paid year average of 84 cents for every dollar paid to men, with disparities even more pronounced for women of color and women with disabilities.

Black women earn 69 cents on the dollar compared to white men, and the gap widens for other groups: Latinas earn 57 cents, Native women earn 59 cents, and Native Hawaiian and Pacific Islander women earn 65 cents. Interestingly, women in Asia earn 99 cents on the dollar. These disparities are just one example of hierarchy within the larger struggle for equity.

Also consider that a woman often needs to obtain at least one additional educational degree to earn as much as a man with less education. For example, on average, a woman with higher education she still earns less than a man with only a bachelor’s degree. If women had not attained a higher degree of education, the wage gap between women and men would be even more glaring. This is especially true for women of color, who are the most educated population in the US but face a profound wage gap. This is why Mair emphasizes the need for women to serve as allies to each other in the fight for gender equity.

Challenges and opportunities for corporate DEI

While Mair acknowledges that some initiatives in the US do in fact focus on women of color, such as Executive Board of Management and Power Growth Summitshe argues that these efforts, focused only on data collection, remain insufficient.

“No one will give you data until you tell them what you’re going to do with it,” says Mair, emphasizing that organizations need to take meaningful, actionable steps by demonstrating a real commitment to change.

Closing the gap provides organizations with a comprehensive guide to advancing the conversation about DEI and creating environments where women of color can thrive. By implementing the REASON framework that Mair outlines in his book, companies can move from passive recognition to active transformation, fostering a culture of inclusion and equity that benefits everyone.

• Recognition: Identify and understand the symptoms of systemic problems to address their root causes.
• Engagement: Build trust and ensure both psychological and physical safety within the organization.
• Action: Clearly define and communicate the purpose and rationale behind your actions.
• Support: Anticipate and address both intended and unintended consequences of change.
• Awareness: Implement proactive measures now to support and prepare the future workforce.
• Navigation: Continually adapt, measure your progress and refine your strategies.

This REASON framework provides aspiring allies with a clear and actionable roadmap and is designed to complement existing gender equality efforts. It aims to free black women from the burden of creating solutions to the challenges they face on their own.

A call to action

Mair’s message is clear: Engaging with gender equality for women of color is not as difficult as it seems. It requires recognizing the different truths that individuals experience due to the Pyramid of Power and taking concrete steps to support equity. For many years, corporate leaders have moved toward the common trickle-down approach, assuming that workplace advancements are equally stratified across different groups of women, leading to a blanket approach to needs.

However, she advocates reconsideration of this general approach, which has not closed the gap. Instead, she asks leaders to adopt a pass-or-follow paradigm—centered on the needs, perspectives, and experiences of women of color, recognizing that by centering the needs of women of color, they can create a ripple effect that uplifts all women in the workplace. This focus is vital in her view, because when we focus on those who suffer the most, we will also help those who suffer to a lesser extent.

As organizations navigate the complexities of gender equity, Mair’s book provides a timely and essential guide for organizations ready to embrace genuine gender equity. But leaders must act now. The time for passive recognition is over – real change begins with bold, intentional steps.

For those in positions of power, the responsibility lies in recognizing their role within the system and using their influence to drive change. By adopting an expansive mindset and leveraging the tools they already have, leaders can create a more inclusive future where women of color—and all women—can thrive.