So…let’s talk about the elephant 🐘 in the room, because I am said elephant. I am an educated woman that happens to also be black and to some, I am occupying a space that was never built for me and to say it hadn’t been a traumatic experience over the past 28 years would be a damn lie! 

 When we as minorities raise to a certain level in our careers, we very quickly come to understand, and in many instances to our disadvantage, end up happily accepting the role of the ” imposter” within our own workplaces. After all, no one else around this table looks like me, therefore, how can I possibly be considered as being an equal or on the same level as these people that I see around me. Therefore, I must be an imposter! Right?

WRONG!

Ok to be honest let me be perfectly clear here, I detest, no I loathe the term ” imposter syndrome “; because quite frankly how can you be an imposter of your own knowledge, your earned education, and your unique to “you” abilities and skills? The short answer is, you can’t! Unfortunately, for several of us, we live within a society that screams to us almost daily that “there no racism here but then whispers microaggressions to those of us who are out here trying to manage our professional positions within these places and these spaces that quite frankly were never meant for us to occupy. It’s quite literally a double-edged sword of existence for many of us and it can be absolutely traumatizing to say the least. 

“But Coach Carol, what is a microaggression? And how can I identify if I am experiencing them?”

So, you might be thinking to yourself as you read these words, I do I know? How can I tell if I am experiencing a microaggression? and to that I say…well, it depends on who you are and where you are within your careers because microaggressions can look and feel very different to the person who is experiencing them. For context, the following are four incidences of microaggression that clients have shared with me over the year: 

• Case #1: You are a manager at a law firm who oversees a six-partner practice, you have been in your role for a little over 12 months when you overhear your supervisor tell one of your direct reports how she would like a case handled. Your boss makes it perfectly clear to your employee that she sees no other way for the case to be managed, however, she then instructs your employee to go to you as their direct supervisor to see if that’s how you would like to handle the case.

The Problem: In this case, the microaggression is subtle, but it is damaging for a few reasons 1) it calls into question who is truly leading and managing the situation, 2) it undermines your authority and autonomy as a leader, and 3) it creates a false sense of trust among you and your supervisor leaving you wondering if she truly trusts your judgement.

• Case #2: You are a COO at a small plastics company; you have been in your role for a little less than 3 months and you are eager to get acclimated with your new role. However, there’s just one problem, you don’t seem to have a voice. You interviewed well and everyone seemed to really like what you were able to bring to the table, but over the past few weeks you noticed that whenever you attempt to interject your thoughts about a purchasing project you’ve been assigned to lead, you are often interrupted and talked over. You think it’s just how things are in this company, but after a few more instances of this intrusive and overbearing behavior, you decide to bring it to your boss, chuck, who very quickly dismisses your concerns and is quick to defend the team and dismiss it as “people just being passionate”. The only problem is, they only seem to be “passionate “when you are the one talking and sharing your ideas and experience. 

The Problem: In this case the microaggression is less subtle, it feels personal and ultimately you are left feeling devalued and defeated, questioning why they even bothered hiring you. This is damaging not only to you as the employee, but your co-workers may well be missing the opportunity to learn from your experience or learn new ways to more efficiently manage this project that you have extensive experience with.

• Case #3: You are a nurse in a busy ER, for the past 4 weeks you have been bullied ruthlessly by your attending physician. She has been verbally abusive calling you “stupid” and “ignorant “for mistakes that you did not make. When you try to confront her and have a conversation about how she’s been treating you, the conversation becomes heated, and you momentarily raise your voice. The physician immediately starts accusing you of being “hostile” and “aggressive” and complains to your supervisor that she feels unsafe in your presence, totally and completely “unaware” that her behaviors triggered your reactions. 

The Problem: In this case the microaggression is not subtle at all! This situation is created to test you and your resolve. The physician in this instance fully understands that her aggressive behaviors are the cause of your outburst, but she will do all that she can to project those feelings on to you. Microaggressions such as these often lead to a tipping point and most certainly the end of a professional relationship. 

• Case #4: You are a creative script writer for a small production company, and you have been working for weeks on a new concept for a VIP client that you know they will just love. You are eager to share your ideas with your supervisor, Jane. You schedule a meeting with Jane to discuss the script and immediately Jane is in love with it, she’s enthusiastic and very eager to get your ideas to the client. She tells you that “time is of the essence” and orders you to send the script to her for review before you present it to the client. You eagerly hand over your script and are excited to share your thoughts with the client when you meet on Thursday.  The next day when you come into work you overhear Jane’s supervisor praising her for another “job well done!”. You quickly learn that Jane has taken your work and made it her own, and she’s failed to give you any of the credit for the work you did. You are absolutely devastated!

The Problem: In this case the microaggression is not micro at all, it is just aggression, its laziness, and its cowardice on the part of your supervisor. At this point, there is a decision to be made as your intellectual property has been compromised, and this may not be the last time this type of behavior occurs. There is no longer trust in this relationship and without changes made on the part of your supervisor, you can bet it will become a habit! A very costly habit to your soul. 

Sadly, there is a cost to these types of microaggressions that not only cause trauma in the employee, but they can also be detrimental to the employer if they fail to recognize and manage them appropriately. 

 The Hidden Cost of Racial Microaggressions in the Workplace

In today’s increasingly diverse workforce, fostering an inclusive and respectful work environment is more important than ever. Yet, racial microaggressions—subtle, often unintentional comments or behaviors that demean or insult individuals based on race—continue to persist in many organizations. These everyday slights may seem minor in isolation, but their cumulative impact can be deeply harmful, not just to individuals but to entire workplaces.

Impact on Employees

For employees on the receiving end, racial microaggressions can lead to:

• Emotional and Psychological Stress: Repeated exposure can cause anxiety, depression, and decreased self-esteem.
• Reduced Job Satisfaction: Employees who feel unwelcome or undervalued are less likely to feel committed to their organization.
• Decreased Performance: Constantly navigating bias and discrimination can distract from job responsibilities and hinder productivity.
• Higher Turnover: Many choose to leave environments where they feel disrespected or marginalized.

Impact on Employers

Employers, too, face consequences when microaggressions go unaddressed:

• Lower Employee Engagement: A non-inclusive culture can lead to disengagement and decreased morale.
• Talent Drain: Diverse talent may leave for more inclusive companies, increasing recruitment and training costs.
• Reputation Risk: Organizations known for a hostile work environment may struggle to attract top talent and customers.
• Legal Exposure: Persistent microaggressions can contribute to hostile work environment claims, leading to costly legal challenges.

Moving Forward

Combating racial microaggressions requires more than just awareness—it demands intentional action. This includes training, open dialogue, and policies that promote accountability. When employees feel seen, heard, and respected, everyone benefits.

Have you experienced racial microaggression behaviors in your place? Have they left you feeling defeated and devalued? Let’s discuss it, schedule a FREE 30- Minute Coaching Session today and learn how a coaching program can help you regain your confidence, find your voice, and reclaim your time. To schedule your session, click here.