What is the experience of living incongruently with one’s true self in a professional environment? During the 1980s, while working in the fashion industry, Jim Fielding found himself leading what he describes as a “dual life.” Among close friends and confidants, he openly acknowledged his romantic relationship with another man. However, in the workplace, he would alter his language and narrative to align with societal expectations of that time when discussing his partner.
This lack of authenticity took a toll on him emotionally, physically, and mentally. “I was having migraines,” recalls Fielding, “I was having stomach problems. I was way too young to be experiencing such levels of stress.”
Eventually, he transitioned to a company where he felt free to express his true self, propelling him into a successful and esteemed career within the entertainment industry. This journey led him to positions such as Global Head for Consumer Products and Retail Development at Dreamworks Animation, and president of Disney Stores Worldwide.
In this installment of our video series “The New World of Work,” HBR’s editor-in-chief, Adi Ignatius, engages in a conversation with Fielding. Fielding, who has recently published a book titled “All Pride, No Ego: A Queer Executive’s Journey to Living and Leading Authentically,” delves into topics such as:
- Guidance for young LGBTQ+ professionals on achieving authenticity in both their professional and personal lives.
- The significance of finding allies within the LGBTQ+ community and how to advocate for upcoming generations.
- Contrasting the concepts of “coming out” and “inviting in”: Embracing one’s genuine self involves embracing vulnerability, seeking support, and fostering authentic connections.
- “The New World of Work” series explores the perspectives of prominent executives regarding the future of work and how their organizations are positioning themselves for success. Each week, Ignatius engages in a LinkedIn Live interview with a top leader. Past interviews have included discussions with Microsoft CEO Satya Nadella and former PepsiCo CEO Indra Nooyi. A dedicated newsletter, exclusively for HBR subscribers, provides insights into these discussions and invites questions for future dialogues. If you are a subscriber, you can register here.
ADI IGNATIUS:
Your recently published book chronicles the journey of a queer executive, which is a distinctive perspective. According to Fortune magazine, there are now four openly gay CEOs within the Fortune 500 companies. This marks a significant increase from the absence of such representation in 2014, when Tim Cook came out or his sexual orientation was made public, interpreting the situation varies. When you hear this statistic, what thoughts come to mind?
JIM FIELDING:
It’s both unsurprising and frustrating, and I believe it aligns with one of the key messages in my book. If we consider the law of averages, which indicates that around 10% of the population identifies as LGBTQ, this percentage doesn’t seem coherent. Moreover, I believe that if we examine women, people of color, and other marginalized groups, we’d likely find similarly low numbers.
This situation saddens me because I believe it signifies untapped potential. In my community, I am aware of the abundance of brilliant, creative, innovative, and talented individuals who deserve the opportunity to rise to executive leadership positions.
ADI IGNATIUS:
Are you suggesting that there might be more individuals who are LGBTQ but have chosen to remain undisclosed?
JIM FIELDING:
That is a possibility. I cannot speak on behalf of the other 496 CEOs. Factors such as industry and individual circumstances likely contribute to this phenomenon. I am not advocating for forcing individuals to disclose their orientation or publicly reveal their stories. It’s possible that the actual numbers are higher. However, if someone does not feel comfortable identifying or sharing their narrative, we must respect their choice.
ADI IGNATIUS:
In your book, you posit the notion of an almost impenetrable glass ceiling for queer executives within your industry, which, considering that it’s the entertainment sector, I assume is more LGBTQ-friendly compared to various other industries. Could you elaborate on your perceptions of this glass ceiling?
JIM FIELDING:
It’s almost instinctive, an internal sentiment of not truly belonging to a particular circle. This feeling emerges when you attend group meetings, receive feedback from your superiors or supervisors, or even during performance evaluations, if those are part of your current situation.
It revolves around sharing experiences and commonalities. Often, as a queer executive, you might find yourself as the sole openly gay executive in a meeting room of eight or ten individuals. Naturally, this unique identity shapes your narrative. For instance, I don’t have children, but many queer executives do. Consequently, I can’t contribute to discussions about their children’s educational endeavors or university choices. It’s about the absence of a shared language and common topics that would facilitate seamless participation in conversations.
This dynamic could be referred to as the traditional boys’ network or the men’s club. In various instances, including my industry, it still feels like an accurate depiction. Conversations with colleagues from other industries echo similar sentiments. The discourse surrounding diversity within the C-suite, encompassing not just queer representation but diversity in its entirety, remains an ongoing and crucial discourse. This is due to the fact that the executive suites, particularly within American Fortune 100, Fortune 500, and Fortune 1000 companies, do not adequately mirror the broader American populace and its demographic diversity.