Introduction
Unconscious biases and stereotypes are pervasive in society and affect how we perceive individuals and groups, often without our awareness. Older white men are no exception, as they are frequently subject to a range of stereotypes and biases that influence how they are viewed in professional and social settings. I know, I am one of them. While these perceptions may not always align with reality, they can significantly impact interactions, decision-making, and opportunities.
Common Stereotypes About Older White Men
- Resistance to Change: One of the most common stereotypes is that older white men are resistant to change, particularly when it comes to evolving workplace dynamics or new technologies. They are often viewed as set in their ways, unwilling to adapt to modern ideas about diversity, equity, and inclusion (DEI), or technological innovation.
- Lack of Cultural Competency: There is also a stereotype that older white men lack cultural competency or an understanding of diverse perspectives. This stereotype assumes that their formative experiences and professional lives have been shaped within homogeneous, often privileged environments, making them less attuned to the challenges faced by marginalized groups.
- Dominance and Privilege: Older white men are frequently seen as the embodiment of institutional privilege, as they often occupy positions of power in corporate, political, and social structures. This stereotype can overshadow the individual contributions of white men, leading to assumptions that they are unaware of the systemic advantages they may benefit from, or that they are not supportive of DEI efforts.
- Authoritarianism: Another bias is the perception that older white men are authoritarian or domineering in leadership roles. They may be seen as overly hierarchical, with a preference for command-and-control leadership styles, which can be at odds with modern, inclusive leadership approaches that emphasize collaboration and emotional intelligence.
- Outdated Perspectives: There is a stereotype that older white men hold outdated perspectives on gender roles, race, and sexuality. This bias stems from assumptions that older generations may not have evolved their thinking in line with contemporary understandings of identity, equity, and social justice.
While these stereotypes may reflect the experiences of some, they are damaging when applied indiscriminately to all older white men. Such assumptions can limit opportunities for engagement, collaboration, and growth, particularly in spaces where DEI is a priority. It is essential to recognize that older white men, like all groups, are diverse and capable of evolving their perspectives, especially when they are invited to engage meaningfully in DEI initiatives.
Lily Zheng on the Role of White Men in DEI Efforts
Lily Zheng, a leading voice in DEI strategy and consulting, offers a nuanced perspective on the role of white men in diversity, equity, and inclusion efforts. Far from advocating exclusion, Zheng emphasizes that white men, particularly older white men who often hold significant influence, have an essential role to play in advancing DEI. However, their involvement must be thoughtful, intentional, and focused on fostering real change.
The Importance of White Men in DEI Efforts
White men, especially those in leadership positions, possess a degree of power and privilege that can be leveraged to create more inclusive and equitable environments. Zheng argues that excluding white men from DEI efforts, or assuming they have nothing to contribute, is counterproductive. Instead, white men must be seen as key stakeholders in the process of dismantling inequitable systems and creating spaces where all individuals, regardless of race, gender, or background, can thrive.
- Amplifying Marginalized Voices: Zheng stresses that one of the most important roles white men can play in DEI efforts is to use their power to amplify the voices of marginalized groups. This means stepping back to listen and learn from those with less privilege while actively supporting policies and practices that promote equity.
- Sharing Power: For white men to be effective allies in DEI, they must be willing to share power and decision-making authority. This involves creating opportunities for individuals from underrepresented groups to lead, contribute, and make meaningful decisions. Zheng emphasizes that DEI work is not about white men leading the charge, but rather about co-creating spaces where diverse perspectives can shape the future of an organization or community.
- Learning and Unlearning: A crucial component of white men’s involvement in DEI is the ongoing process of learning and unlearning. This requires a willingness to confront unconscious biases, recognize personal and systemic privilege, and unlearn harmful behaviors or assumptions. Zheng encourages white men to approach DEI work with humility, understanding that growth comes from self-reflection and a genuine commitment to change.
- Avoiding Performative Allyship: Zheng is critical of performative allyship, where individuals, including white men, make symbolic gestures in support of DEI without enacting meaningful change. She argues that white men must hold themselves accountable by aligning their actions with the values of equity and inclusion. This means being consistent in advocating for DEI, even when it is uncomfortable or when they must challenge the status quo within their own circles of influence.
- Facing Discomfort: DEI work can be uncomfortable, particularly for those in positions of privilege who may be used to navigating the world without confronting systemic inequities. Zheng encourages white men to embrace this discomfort, understanding that it is a necessary part of the journey toward greater empathy and inclusion. By facing discomfort, white men can become better allies and more effective participants in DEI efforts.
How White Men Can Contribute to DEI
Zheng offers practical suggestions for how white men can meaningfully contribute to DEI initiatives:
- Listen to Marginalized Voices: Instead of assuming they know the answers, white men should prioritize listening to the experiences and needs of marginalized individuals. This means creating space for diverse voices to be heard and valued.
- Advocate for Policy Changes: White men in leadership roles can use their influence to advocate for policies that address systemic inequities, such as hiring practices, pay equity, and creating safe environments for all employees.
- Educate Themselves: It is not the responsibility of marginalized groups to educate white men on DEI issues. White men should take it upon themselves to seek out resources, training, and learning opportunities to better understand the complexities of systemic inequality.
- Mentor and Sponsor: White men can serve as mentors and sponsors for individuals from underrepresented groups, helping to ensure that diverse talent has access to the same opportunities and support that others receive.
- Be Accountable: White men must be willing to hold themselves and others accountable for advancing DEI. This means calling out inequities when they see them and taking responsibility for any missteps along the way.
Conclusion
While unconscious biases and stereotypes about older white men can limit opportunities for collaboration and growth, it is crucial to recognize the diversity within this group and the positive role they can play in DEI efforts. Lily Zheng’s insights offer a roadmap for how white men, especially those in positions of power, can engage in DEI in ways that are meaningful, humble, and impactful. By leveraging their influence, listening to marginalized voices, and sharing power, white men can be instrumental in creating more equitable organizations and communities.
Contact:
For assistance with your nonprofit in strategic planning, change leadership, DEI plans, conflict resolution and de-escalation and active listening skills, email Mark Smutny at mark.smutny@civicreinventions. Dr. Mark Smutny is a nonprofit consultant, founder of Civic Reinventions. Inc. and author of the award-winning book, Thrive: The Facilitator’s Guide to Radically Inclusive Meetings, 2nd ed.