by David Brooks
Though Chu is not merely fluent in English but is officially the most distinguished poet of his class at Williams, he still worries that other aspects of his demeanor might attract the same kind of treatment his father received. “I’m really glad we’re having this conversation,” he says at one point—it is helpful to be remembering these lessons in self-presentation just as he prepares for job interviews.
“I guess what I would like is to become so good at something that my social deficiencies no longer matter,” he tells me. Chu is a bright, diligent, impeccably credentialed young man born in the United States. He is optimistic about his ability to earn respect in the world. But he doubts he will ever feel the same comfort in his skin that he glimpsed in the people he met at Williams. That kind of comfort, he says—“I think it’s generations away.”
While he was still an electrical engineering student at Berkeley in the nineties, James Hong visited the IBM campus for a series of interviews. An older Asian researcher looked over Hong’s résumé and asked him some standard questions. Then he got up without saying a word and closed the door to his office.
“Listen,” he told Hong, “I’m going to be honest with you. My generation came to this country because we wanted better for you kids. We did the best we could, leaving our homes and going to graduate school not speaking much English. If you take this job, you are just going to hit the same ceiling we did. They just see me as an Asian PhD, never management potential. You are going to get a job offer, but don’t take it. Your generation has to go farther than we did, otherwise we did everything for nothing.”
The researcher was talking about what some refer to as the “bamboo ceiling”—an invisible barrier that maintains a pyramidal racial structure throughout corporate America, with lots of Asians at junior levels, quite a few in middle management, and virtually none in the higher reaches of leadership.
The failure of Asian Americans to become leaders in the white-collar workplace does not qualify as one of the burning social issues of our time. But it is a part of the bitter undercurrent of Asian American life that so many Asian graduates of elite universities find that meritocracy as they have understood it comes to an abrupt end after graduation. If between 15 and 20 percent of every Ivy League class is Asian, and if the Ivy Leagues are incubators for the country’s leaders, it would stand to reason that Asians would make up some corresponding portion of the leadership class.
And yet the numbers tell a different story. According to a recent study, Asian Americans represent roughly 5 percent of the population but only 0.3 percent of corporate officers, less than 1 percent of corporate board members, and around 2 percent of college presidents. There are nine Asian American CEOs in the Fortune 500. In specific fields where Asian Americans are heavily represented, there is a similar asymmetry. A third of all software engineers in Silicon Valley are Asian, and yet they make up only 6 percent of board members and about 10 percent of corporate officers of the Bay Area’s twenty-five largest companies. At the National Institutes of Health, where 21.5 percent of tenure-track scientists are Asians, only 4.7 percent of the lab or branch directors are, according to a study conducted in 2005. One succinct evocation of the situation appeared in the comments section of a website called Yellowworld: “If you’re East Asian, you need to attend a top-tier university to land a good high-paying gig. Even if you land that good high-paying gig, the white guy with the pedigree from a mediocre state university will somehow move ahead of you in the ranks simply because he’s white.”
Jennifer W. Allyn, a managing director for diversity at PricewaterhouseCoopers, works to ensure that “all of the groups feel welcomed and supported and able to thrive and to go as far as their talents will take them.” I posed to her the following definition of parity in the corporate workforce: if the current crop of associates is 17 percent Asian, then in fourteen years, when they have all been up for partner review, 17 percent of those who are offered partner will be Asian. Allyn conceded that PricewaterhouseCoopers was not close to reaching that benchmark anytime soon—and that “nobody else is either.”
Part of the insidious nature of the bamboo ceiling is that it does not seem to be caused by overt racism. A survey of Asian Pacific American employees of Fortune 500 companies found that 80 percent reported they were judged not as Asians but as individuals. But only 51 percent reported the existence of Asians in key positions, and only 55 percent agreed that their firms were fully capitalizing on the talents and perspectives of Asians.
More likely, the discrepancy in these numbers is a matter of unconscious bias. Nobody would affirm the proposition that tall men are intrinsically better leaders, for instance. And yet while only 15 percent of the male population is at least six feet tall, 58 percent of all corporate CEOs are. Similarly, nobody would say that Asian people are unfit to be leaders. But subjects in a recently published psychological experiment consistently rated hypothetical employees with Caucasian-sounding names higher in leadership potential than identical ones with Asian names.
Maybe it is simply the case that a traditionally Asian upbringing is the problem. As Allyn points out, in order to be a leader, you must have followers. Associates at PricewaterhouseCoopers are initially judged on how well they do the work they are assigned. “You have to be a doer,” as she puts it. They are expected to distinguish themselves with their diligence, at which point they become “super-doers.” But being a leader requires different skill sets. “The traits that got you to where you are won’t necessarily take you to the next level,” says the diversity consultant Jane Hyun, who wrote a book called Breaking the Bamboo Ceiling. To become a leader requires taking personal initiative and thinking about how an organization can work differently. It also requires networking, self-promotion, and self-assertion. It’s racist to think that any given Asian individual is unlikely to be creative or risk-taking. It’s simple cultural observation to say that a group whose education has historically focused on rote memorization and “pumping the iron of math” is, on aggregate, unlikely to yield many people inclined to challenge authority or break with inherited ways of doing things.
Sach Takayasu had been one of the fastest-rising members of her cohort in the marketing department at IBM in New York. But about seven years ago, she felt her progress begin to slow. “I had gotten to the point where I was overdelivering, working really long hours, and where doing more of the same wasn’t getting me anywhere,” she says. It was around this time that she attended a seminar being offered by an organization called Leadership Education for Asian Pacifics.
LEAP has parsed the complicated social dynamics responsible for the dearth of Asian American leaders and has designed training programs that flatter Asian people even as it teaches them to change their behavior to suit white American expectations. Asians who enter a LEAP program are constantly assured that they will be able to “keep your values, while acquiring new skills,” along the way to becoming “culturally competent leaders.”
In a presentation to fifteen hundred Asian American employees of Microsoft, LEAP president and CEO J. D. Hokoyama laid out his grand synthesis of the Asian predicament in the workplace. “Sometimes people have perceptions about us and our communities which may or may not be true,” Hokoyama told the audience. “But they put those perceptions onto us, and then they do something that can be very devastating: they make decisions about us not based on the truth but based on those perceptions.” Hokoyama argued that it was not sufficient to rail at these unjust perceptions. In the end, Asian people themselves would have to assume responsibility for unmaking them. This was both a practical matter, he argued, and, in its own way, fair.
Aspiring Asian leaders had to become aware of “the relationship between values, behaviors, and perceptions.” He offered the example of Asians who don’t speak up at meetings. “So let’s say I go to meetings with you and I notice you never say anything. And I ask myself, Hmm, I wonder why you’re not saying anything. Maybe it’s because you don’t know what we’re talking about. T
hat would be a good reason for not saying anything. Or maybe it’s because you’re not even interested in the subject matter. Or maybe you think the conversation is beneath you. So here I’m thinking, because you never say anything at meetings, that you’re either dumb, you don’t care, or you’re arrogant. When maybe it’s because you were taught when you were growing up that when the boss is talking, what are you supposed to be doing? Listening.”
Takayasu took the weeklong course in 2006. One of the first exercises she encountered involved the group instructor asking for a list of some qualities that they identify with Asians. The students responded: upholding family honor, filial piety, self-restraint. Then the instructor solicited a list of the qualities the members identify with leadership, and invited the students to notice how little overlap there is between the two lists.
At first, Takayasu didn’t relate to the others in attendance, who were listing typical Asian values their parents had taught them. “They were all saying things like ‘Study hard,’ ‘Become a doctor or lawyer,’ blah, blah, blah. That’s not how my parents were. They would worry if they saw me working too hard.” Takayasu had spent her childhood shuttling between New York and Tokyo. Her father was an executive at Mitsubishi; her mother was a concert pianist. She was highly assimilated into American culture, fluent in English, poised and confident. “But the more we got into it, as we moved away from the obvious things to the deeper, more fundamental values, I began to see that my upbringing had been very Asian after all. My parents would say, ‘Don’t create problems. Don’t trouble other people.’ How Asian is that? It helped to explain why I don’t reach out to other people for help.” It occurred to Takayasu that she was a little bit “heads down” after all. She was willing to take on difficult assignments without seeking credit for herself. She was reluctant to “toot her own horn.”
Takayasu has put her new self-awareness to work at IBM, and she now exhibits a newfound ability for horn tooting. “The things I could write on my résumé as my team’s accomplishments, they’re really impressive,” she says.
The law professor and writer Tim Wu grew up in Canada with a white mother and a Taiwanese father, which allows him an interesting perspective on how whites and Asians perceive each other. After graduating from law school, he took a series of clerkships, and he remembers the subtle ways in which hierarchies were developed among the other young lawyers. “There is this automatic assumption in any legal environment that Asians will have a particular talent for bitter labor,” he says, and then goes on to define the word coolie, a Chinese term for “bitter labor.” “There was this weird self-selection where the Asians would migrate toward the most brutal part of the labor.”
By contrast, the white lawyers he encountered had a knack for portraying themselves as above all that. “White people have this instinct that is really important: to give off the impression that they’re only going to do the really important work. You’re a quarterback. It’s a kind of arrogance that Asians are trained not to have. Someone told me not long after I moved to New York that in order to succeed, you have to understand which rules you’re supposed to break. If you break the wrong rules, you’re finished. And so the easiest thing to do is follow all the rules. But then you consign yourself to a lower status. The real trick is understanding what rules are not meant for you.”
This idea of a kind of rule-governed rule breaking—where the rule book was unwritten but passed along in an innate cultural sense—is perhaps the best explanation I have heard of how the bamboo ceiling functions in practice. LEAP appears to be very good at helping Asian workers who are already culturally competent become more self-aware of how their culture and appearance impose barriers to advancement. But I am not sure that a LEAP course is going to be enough to get Jefferson Mao or Daniel Chu the respect and success they crave. The issue is more fundamental, the social dynamics at work more deeply embedded, and the remedial work required may be at a more basic level of comportment.
What if you missed out on the lessons in masculinity taught in the gyms and locker rooms of America’s high schools? What if life has failed to make you a socially dominant alpha male who runs the American boardroom and prevails in the American bedroom? What if no one ever taught you how to greet white people and make them comfortable? What if, despite these deficiencies, you no longer possess an immigrant’s dutiful forbearance for a secondary position in the American narrative and want to be a player in the scrimmage of American appetite right now, in the present?
How do you undo eighteen years of a Chinese upbringing?
This is the implicit question that J. T. Tran has posed to a roomful of Yale undergraduates at a Master’s Tea at Silliman College. His answer is typically Asian: practice. Tran is a pickup artist who goes by the handle Asian Playboy. He travels the globe running “boot camps,” mostly for Asian male students, in the art of attraction. Today, he has been invited to Yale by the Asian American Students Alliance.
“Creepy can be fixed,” Tran explains to the standing-room-only crowd. “Many guys just don’t realize how to project themselves.” These are the people whom Tran spends his days with, a new batch in a new city every week: nice guys, intelligent guys, motivated guys, who never figured out how to be successful with women. Their mothers had kept them at home to study rather than let them date or socialize. Now Tran’s company, ABCs of Attraction, offers a remedial education that consists of three 4-hour seminars, followed by a supervised night out “in the field,” in which J.T., his assistant Gareth Jones, and a tall blond wing-girl named Sarah force them to approach women. Tuition costs $1,450.
“One of the big things I see with Asian students is what I call the Asian poker face—the lack of range when it comes to facial expressions,” Tran says. “How many times has this happened to you?” he asks the crowd. “You’ll be out at a party with your white friends, and they will be like—‘Dude, are you angry?’” Laughter fills the room. Part of it is psychological, he explains. He recalls one Korean American student he was teaching. The student was a very dedicated schoolteacher who cared a lot about his students. But none of this was visible. “Sarah was trying to help him, and she was like, ‘C’mon, smile, smile,’ and he was like . . .” And here Tran mimes the unbearable tension of a face trying to contort itself into a simulacrum of mirth. “He was so completely unpracticed at smiling that he literally could not do it.” Eventually, though, the student fought through it, “and when he finally got to smiling he was, like, really cool.”
Tran continues to lay out a story of Asian American male distress that must be relevant to the lives of at least some of those who have packed Master Krauss’s living room. The story he tells is one of Asian American disadvantage in the sexual marketplace, a disadvantage that he has devoted his life to overturning. Yes, it is about picking up women. Yes, it is about picking up white women. Yes, it is about attracting those women whose hair is the color of the midday sun and eyes are the color of the ocean, and it is about having sex with them. He is not going to apologize for the images of blond women plastered all over his website. This is what he prefers, what he stands for, and what he is selling: the courage to pursue anyone you want, and the skills to make the person you desire desire you back. White guys do what they want; he is going to do the same.
But it is about much more than this, too. It is about altering the perceptions of Asian men—perceptions that are rooted in the ways they behave, which are in turn rooted in the way they were raised—through a course of behavior modification intended to teach them how to be the socially dominant figures that they are not perceived to be. It is a program of, as he puts it to me later, “social change through pickup.”
Tran offers his own story as an exemplary Asian underdog. Short, not good-looking, socially inept, sexually null. “If I got a B, I would be whipped,” he remembers of his childhood. After college, he worked as an aerospace engineer at Boeing and Raytheon, but internal politics disfavored him. Five years into his career, his entire white cohort
had been promoted above him. “I knew I needed to learn about social dynamics, because just working hard wasn’t cutting it.”
His efforts at dating were likewise “a miserable failure.” It was then that he turned to “the seduction community,” a group of men on Internet message boards like alt.seduction.fast. It began as a “support group for losers” and later turned into a program of self-improvement. Was charisma something you could teach? Could confidence be reduced to a formula? Was it merely something that you either possessed or did not possess, as a function of the experiences you had been through in life, or did it emerge from specific forms of behavior? The members of the group turned their computer science and engineering brains to the question. They wrote long accounts of their dates and subjected them to collective scrutiny. They searched for patterns in the raw material and filtered these experiences through social-psychological research. They eventually built a model.
This past Valentine’s Day, during a weekend boot camp in New York City sponsored by ABCs of Attraction, the model is being played out. Tran and Jones are teaching their students how an alpha male stands (shoulders thrown back, neck fully extended, legs planted slightly wider than the shoulders). “This is going to feel very strange to you if you’re used to slouching, but this is actually right,” Jones says. They explain how an alpha male walks (no shuffling; pick your feet up entirely off the ground; a slight sway in the shoulders). They identify the proper distance to stand from “targets” (a slightly bent arm’s length). They explain the importance of “kino escalation.” (You must touch her. You must not be afraid to do this.) They are teaching the importance of subcommunication: what you convey about yourself before a single word has been spoken. They explain the importance of intonation. They explain what intonation is. “Your voice moves up and down in pitch to convey a variety of different emotions.”
