4 Challenges Minority Entrepreneurs and Professionals Face In The Business World

Dr. Nika White • January 16, 2020

Happy 2020!

With every new year, we bring new resolutions and goals into our lives, our communities, and our businesses.

Even as my resolutions evolve with each year, my goal is always to work diligently towards Diversity, Equity, and Inclusion in organizations and businesses.

For 2020, I am proud to announce another step towards this goal as I have been selected to serve as one of the newest National City Directors for Walker’s Legacy for Greenville, SC!

For a quick background, Walker’s Legacy is a global platform for professional and entrepreneurial multicultural women. It’s named in honor of Madam C. J. Walker — the first self-made female millionaire in US history, who was also an African American woman. Her story is truly incredible. Make sure to check out the new Netflix series about her coming out in March!

I am excited to begin this journey with 9 other dynamic trailblazing women! I’m also grateful to implement the Walker’s Legacy mission in my local community and aid in furthering the Walker’s Legacy mission through impactful programming, organizational collaboration, and partnerships.

Being in this world of DEI and thinking of all Madam CJ Walker’s achieved through adversity, I wanted to kick off the year by reflecting on the challenges that minority, under-represented, and female entrepreneurs face as they pursue their goals.

1. The Perception of Being Superhuman
As an African American woman, something that is not often talked about is the notion of having to be “superhuman” as a career professional and entrepreneur.

For example, there are often mistakes and trials that happen in the growth trajectory of trying to get to the next level of a career. Failures. Setbacks. Business problems. Monetary issues. Oftentimes with minorities, people aren’t quite as forgiving when mistakes are being made.

On the other hand, with populations who are not part of the minority population, mistakes are more celebrated and seen as “taking risks” or “being bold”. With minorities, this can bring up judgment and negative views towards failure. For us, everything has to be perfect.

This notion of being “superhuman” is where the minority career professional and entrepreneur has to have a perfect resume, massive achievements, and zero mistakes in order to accomplish the same success, accolades, or public appeal as an entrepreneur from the privileged group.

The risk factor here is that this keeps the minority business professionals (such as women of color) from really feeling as though they can try different things that can lead to promotions, advancement, and opportunities. This can lead to them being guarded in their efforts and contributions.

And many times, when people are looking for new projects or hire prospects – the decision-makers are looking for those risk-takers and “bold” movers.

I hope in the future, we can encourage a culture where minority talent can be viewed and perceived at the same level as others and not need to be “superhuman”— so they can be bolder, take more risks, and process the journey of entrepreneurship and career growth in a more equitable way.

2. Code-Switching
Code-switching is a hot topic in the DEI world and something that minority career professionals and entrepreneurs face often—usually daily.

According to the BBC , code-switching is when “a person in a minority group tones down some of the most obvious elements that associates them with their community in order to fit into a more mainstream group.”

In reference to people of color in a business setting, Harvard Business Review shares , it’s when someone is, “embracing the dominant culture or vernacular among certain groups (like co-workers, for example) and switching to a more authentic self when around friends and family.”

Code-switching happens often in the workplace. Someone may feel they have no one to confide in or speak authentically to. They may change their speech patterns and vernacular, how they reference things in their personal life, and their general attitude and mannerisms. It can feel like constant acting and performing.

Many women of color experience this and see it as not being able to be authentic to who they are. Code-switching is often a survival mechanism. It’s a way not to be judged, outcasted, or chastised in community or at work.

My previous article “Masking In The Workplace and Why It Can Be Detrimental to D&I” also talks about “covering” which is in the same circle as “code switching”. This shares how people change or “cover” their authentic self when they show up to work and can therefore not operate at their maximum, authentic self. This is detrimental for the individual and detrimental for the business or organization.

We need to bring clarity and awareness to managers, supervisors, and leaders in regards to code-switching and authentic communication. When people can stop code switching and covering who they truly are, they can show up as their most effective, productive, and authentic selves.

3. Barriers To Entry
Being a minority entrepreneur comes with inherent barriers to entry that create roadblocks and boundaries towards success.

These include barriers to networks, resources, and mentors and lack of access to capital, key resources and stakeholders, and more.

For example, capital is one of the larger barriers to entry. Take a look at a couple of these powerful statistics.

  • “A 2014 Babson College report found that less than 3 percent of venture-capital-funded companies had female CEOs.” per Business News Daily .
  • “Statistics compiled from CB Insights reports by Project Diane indicate that between 2012-2014, startups led by African-American women comprised less than 0.2% of all the venture deals in that time period.” ( Fast Company )

Lack of access to mentorship is another enormous hurdle. In the dominant narrative of white-male representation of success, an entrepreneur or business owner can find so many examples of mentors and “success stories” of people who look, act, and talk just like them. But in many cases, for minority and women entrepreneurs, it can be very hard to find a mentor who “looks” like you.

  • “Almost half-of female founders (48 percent) cite a lack of available mentors or advisers as holding them back,” according to Inc Magazine .

On the other side of the spectrum, when a minority person does achieve success, they may feel isolated, alone, or like a fraud since there’s less representation at the top. This can lead to feelings of “imposter syndrome”.

Imposter syndrome is “the belief that one is inadequate, a failure, or a fraud despite proof of success,” per this great Fast Company article on women entrepreneurs.

Because of these hurdles and challenges, these minority business owners are often working *in* their business as a “tactician” since they don’t have as much access to those assets that make business growth and navigation evitable.

When you are in that “working in the business” position, it can be hard for you to grow or succeed in the marketplace. You’re just too close to your work and too busy doing the work rather than getting to strategic planning opportunities that fall to the wayside.

If we can lower these barriers to entry and decrease resistance towards success, it will offer better and smoother opportunities and pathways towards success.

A book which is a fantastic resource for women of color to learn strategies and tips for breaking through these boundaries and moving up is, “ The Memo: What Women of Color Need to Know to Secure a Seat at the Table ” by Minda Harts.

4. The Issue of Intersectionality
Diversity is an expansive and complex topic. An important element of it is that there’s not just one dimension of diversity that defines someone’s identity. There are multiple layers that interweave with each other.

You can be an entrepreneur who is identified as a woman of color—but there are many other elements of disparity. Being of a different race is one, but then there is gender identity, sexual identity, age, income and wealth, your location, your educational level, and so many other attributes where identity intersects.

These layers of intersectionality can add up and create more of an oppressive situation, which is why we must do this work of DEI to create space for authenticity and pathways towards success.

To create a future with better models, we must critically examine why there’s not more representation and intersectionality in these leadership roles.

How Can We Support These Challenges?
The way to help solve these challenges is to first bring awareness and discussion, then most importantly, provide support and take action.

Outside of the challenges listed, many of us, even minorities ourselves, have some sort of privilege. Whether it’s the color of our skin, the town we live in, our status and position in a business, or our income—we can use that privilege as a resource for others.

I love the sentiments in this Harvard Business Review article:
“Ordinary privilege is actually an opportunity. Research repeatedly confirms that those with ordinary privilege have the power to speak up on behalf of those without it, and have particularly effective influence when they do.

For so many of us looking for an opportunity to fight bigotry and bias in the workplace or in our  broader culture, we may be missing the opportunity staring back at us in the mirror: using the ordinary nature of who we are as a source of extraordinary power.”

No matter your type of privilege, there is massive value in being a resource and champion in order to directly support underserved and minority communities — whether it’s through mentorship or coaching, creating public discussions on understanding their lived experiences, expanding and offering out networks, and building relationships with people of color.

We must get out of our bubbles and expand our networks.

Make sure to check my blog from last year on “ 7 Ways Leadership Can Support D&I Initiatives ”.

I saw a meme recently that said something along the lines of “Don’t tell me every day that you support me, but then pass up every opportunity to support me.”

Let’s actually use any privilege we have to support those with less privilege than us.

MOVING INTO 2020
As I move into 2020, and step into my role as National City Director for Walker’s Legacy for Greenville, SC, I continue to fight for, educate, and work on the issues and challenges that women, minorities, and under-served populations face in their journeys of entrepreneurship and business.

My work in DEI over the past years has led me to create and address so many opportunities in my local geography and led to this opportunity with Walker’s Legacy.

This role will be a type of mentoring experience for the women who need a level of support and who want to connect with other women around this whole sense of women supporting each other and creating this sense of community – in a real environment so they don’t have to mask/cover.

To learn more about Walker’s Legacy and my role or to share strategies, support, and education, please click here.

Read more from The Human Shift on Substack, where I share long-form essays on leadership, culture, and how we work and live.

Share this Content:

Curiosity Changes the Climate - Why questions often move people further than answers

By Nika White • September 8, 2026
Many leaders feel pressure to have answers. It's understandable. People look to leaders for direction, especially when things feel uncertain. But some of the most influential leaders I've worked with ask better questions instead of giving faster answers. Questions create space. Answers often close it. Earlier in The Human Shift, we explored how people respond to a leader's presence before they respond to their words . Curiosity creates a different kind of presence. It tells people their perspective matters before a solution is ever offered. A Reframe The goal isn't to have the smartest answer. The goal is to create the kind of conversation where better thinking becomes possible. One Simple Practice The next time someone brings you a challenge, resist solving it immediately. Instead ask, "What do you think is most important for us to understand before we decide what to do?" Then listen. What This Looks Like In Practice A manager walks into a meeting ready to solve a recurring team issue. Instead of offering her recommendation first, she invites the team to share what they're noticing. The conversation uncovers a pattern no one had previously connected. The solution becomes stronger because more people helped build it. Question to Consider Do people leave conversations with you feeling like they contributed or simply received direction? In the shift, Dr. Nika White P.S. When was the last time a thoughtful question changed your perspective?

Permission Is Always Being Given- Leaders communicate more through behavior than instruction

By Nika White • August 31, 2026
Leaders often wonder why their teams aren't doing more of something. Speaking up. Collaborating. Taking initiative. Thinking creatively. The answer is sometimes found in the everyday moments that seem unrelated. People pay attention to what leaders actually do. If a leader says they value reflection but never slows down, people learn that speed matters more. If a leader encourages honest feedback but becomes defensive when receiving it, people learn that honesty has limits. If a leader talks about work-life balance but sends emails late into the evening, people learn what the real expectation is. Earlier in The Human Shift, we explored unspoken expectations . Most cultures are shaped less by formal messages than by repeated observations. A Reframe Whether you realize it or not, you're always giving people permission. The question is what you're giving them permission to do. One Simple Practice Complete this sentence: "My team probably believes it's okay to..." Write down the first answer that comes to mind. Then ask yourself whether your behavior has been teaching that lesson intentionally. What This Looks Like In Practice A leader tells her team they don't need to respond after hours. Then she notices she's emailing at 10:30 every night. She schedules those messages to send the next morning instead. Nothing about the policy changes. Everything about the signal does. Question to Consider If people copied your leadership habits exactly, what kind of culture would they create? In the shift, Dr. Nika White P.S. What's one behavior of yours that may be communicating more loudly than your words?

What Your Team Is Learning From Your Reactions - Every response teaches people what feels safe

By Nika White • August 24, 2026
People pay attention to what leaders celebrate. They pay even closer attention to what leaders react to. A frustrated sigh. A quick interruption. An impatient email. A defensive response to feedback. None of these moments seem particularly significant on their own. But people are always learning from them. They begin to understand which questions are welcome. Which mistakes feel risky. Which conversations require extra caution. Earlier in The Human Shift, we explored how silence often becomes a cultural signal. Silence rarely appears without first being taught what feels safe to say. Your reactions become part of that lesson. A Reframe People don't simply hear your expectations. They study your reactions. One Simple Practice The next time someone brings you unexpected news, resist the urge to respond immediately. Take one slow breath. Become curious before becoming corrective. That small pause often changes the entire conversation. What This Looks Like In Practice A team member admits she made an error that will delay a project. Instead of immediately asking how it happened, the leader asks, "Tell me what you've learned so far." The conversation shifts from self-protection to problem-solving. The mistake still gets addressed. The person doesn't leave feeling like the mistake defines them. Question to Consider What have your reactions been teaching people lately? In the shift, Dr. Nika White P.S. If someone made a mistake today, would they feel comfortable bringing it to you quickly?

The Emotional Tone You Leave Behind - Why people often remember the feeling more than the conversation

By Nika White • August 17, 2026
Most leaders spend a lot of time thinking about what they're going to say. They prepare for difficult conversations. They organize their thoughts. They choose their words carefully. All of that matters. But long after people forget the details of the conversation, they usually remember something else. They remember how they felt. Did they leave feeling encouraged? Did they leave feeling smaller? Did they leave feeling trusted? Did they leave feeling like they had to be careful? Earlier in The Human Shift, we explored the idea of leadership aftermath. What people carry after interacting with you shapes culture in ways that are easy to overlook because they happen quietly. Most leaders don't intentionally create emotional tone. They create it anyway. A Reframe Every interaction leaves something behind. The question isn't whether you're shaping the emotional climate. It's what you're leaving in it. One Simple Practice At the end of your next one-on-one meeting, don't evaluate what you said first. Instead ask yourself: "If I were on the other side of that conversation, how would I describe how it felt?" Notice what comes to mind before you analyze it. What This Looks Like In Practice A leader finishes a performance conversation feeling relieved because she finally addressed a difficult issue. Later that day she asks herself how the conversation may have felt for the employee. She realizes she spent most of the meeting explaining expectations and very little time asking questions. The next conversation feels different because she changes the experience, not just the message. Question to Consider When people leave a conversation with you, what do you hope they carry with them? In the shift, Dr. Nika White P.S. Think about a leader you've never forgotten. What do you remember most: what they said or how they consistently made you feel?

When People Stop Bringing You Problems - Why This Isn't Always a Sign of Progress

By Nika White • August 10, 2026
Leaders often celebrate when complaints decrease. Concerns become less frequent. Questions slow down. Conflict seems to disappear. Sometimes that's a sign of growth. Sometimes it's a sign that people have stopped bringing things forward. Earlier in The Human Shift, When Teams Stop Telling You Things , we explored silence as a cultural signal. Silence is not always agreement. Sometimes it is adaptation. People learn what feels worth raising. What feels safe to discuss. What is likely to go nowhere. A Reframe A lack of problems does not automatically mean a healthy culture. One Simple Practice Ask someone you trust: "What is something people may be hesitant to tell me?" Listen without defending. What This Looks Like In Practice A leader notices fewer concerns being raised in meetings. Instead of assuming everything is fine, she creates space for honest conversation. What emerges isn't crisis. It's information that had simply been waiting for a safer place to surface. Question to Consider What information might be missing from the conversations you're having? In the shift, Dr. Nika White P.S. When people disagree with you, do they usually tell you?

The Difference Between Being Busy and Being Engaged Why Activity Can Sometimes Hide Disconnection

By Nika White • August 4, 2026
Many people end the day feeling exhausted. Their calendar was full. Their inbox was active. Their attention was constantly moving. Yet when asked what mattered most about the day, they hesitate. Activity and engagement are not the same thing. One creates motion. The other creates meaning. Earlier in The Human Shift, The Subtle Drift Into Disconnection, we explored how disconnection often develops through small moments. One of those moments occurs when activity becomes so constant that reflection disappears. A Reframe Being busy answers the question, "What did I do?" Being engaged answers the question, "What mattered?" One Simple Practice At the end of the day, ask yourself: "What was the most meaningful moment today?" Write down the answer. What This Looks Like In Practice A leader begins ending each workday with a short reflection. After a few weeks, she notices that the moments she remembers most are rarely the busiest ones. They're the conversations. The insights. The moments of connection. Question to Consider If someone asked what mattered most about your day yesterday, what would you say? In the shift, Dr. Nika White P.S. What is one meaningful moment from this week that you don't want to forget?

The Problem With Always Being Available - Why Accessibility and Capacity are not the Same Thing

By Nika White • July 27, 2026
Many leaders pride themselves on being available. Their door is open. Their inbox is monitored. Their phone is always nearby. The intention is usually good. But constant availability can create unintended consequences. People begin relying on immediate access instead of developing judgment. Leaders become increasingly interrupted. Everyone feels busy. Few people feel clear. Earlier in The Human Shift, When Responsibility Becomes Identity we explored how constant availability often grows from the belief that leadership means being accessible at all times. A Reframe Being available is not the same thing as being supportive. One Simple Practice Choose one part of your day where you are intentionally unavailable. Protect it. Use that time for thinking, reflection, or focused work. What This Looks Like In Practice A leader blocks ninety minutes each morning for uninterrupted work. Initially, people push back. Within a few weeks, team members begin solving more problems independently and bringing better questions when they do connect. Question to Consider What might your team learn if you were slightly less available? In the shift, Dr. Nika White P.S. What is one boundary you've been reluctant to establish?

When Trust Starts to Erode - The Small Moments Leaders Often Overlook

By Nika White • July 20, 2026
Trust rarely disappears overnight. Most of the time, it fades gradually. A missed follow-up. A rushed response. A concern that never gets revisited. A promise that seemed small at the time. People often think trust is built through big moments. In reality, it is shaped through consistency. Earlier in The Human Shift, The Weight of Unspoken Expectations, we explored leadership aftermath and what people carry after interactions. Trust is often built or weakened in those moments long after the conversation ends. A Reframe Trust is less about grand gestures and more about repeated experiences. One Simple Practice Think about one commitment you've made recently. Follow up on it today. Even if the update is simply: "I haven't forgotten." What This Looks Like In Practice A leader tells a team member she'll revisit a concern. Weeks pass. The concern itself becomes less important than the silence. When she circles back, even without a complete answer, trust begins to repair. Question to Consider What commitment have you made that someone may still be waiting on? In the shift, Dr. Nika White P.S. When someone earns your trust, what do they consistently do?

The Need to Be Understood - Why Some Leaders Spend Too Much Energy Explaining Themselves

By Nika White • July 13, 2026
Most leaders want to be understood. That's normal. The challenge comes when the need to be understood starts driving the conversation. You explain again. You provide more context. You clarify your intentions. You revisit the decision. And yet somehow, you still leave feeling misunderstood. Earlier in The Human Shift, The Stories We Tell Under Pressure, we explored how pressure shapes the stories we tell ourselves. One of the most common stories leaders carry is: "If people understood me better, this would be easier." Sometimes that's true. Sometimes the real issue is that understanding and agreement are not the same thing. A Reframe Being understood is valuable. Needing everyone to understand you can become exhausting. One Simple Practice The next time you feel the urge to explain yourself again, pause and ask: "Am I seeking clarity, or am I seeking validation?" Answer honestly. What This Looks Like In Practice A leader shares a decision with her team. A few people disagree. Her first instinct is to keep explaining the reasoning. Instead, she allows the disagreement to exist without trying to resolve everyone's discomfort. The conversation becomes more productive because she is no longer trying to manage every reaction. Question to Consider Where are you spending energy trying to be understood by people who have already heard you? In the shift, Dr. Nika White P.S. What's something you've been explaining repeatedly that may not need another explanation?

When Everything Feels Important - The Hidden Cost of Carrying Too Much

By Nika White • July 6, 2026
One of the first signs that capacity is stretched isn't exhaustion. It's compression. Everything starts feeling equally important. Every email. Every request. Every conversation. Every decision. There is no hierarchy. Just urgency. Earlier in The Human Shift, The Cost of Constant Readiness , we explored how constant readiness changes perception. When the nervous system stays activated for too long, discernment becomes harder to access. The result is that everything begins competing for the same attention. A Reframe When everything feels urgent, the problem is often not workload. It's a lack of space. One Simple Practice At the beginning of your day, identify one thing that truly matters. Not three. Not five. One. Let that become your anchor. What This Looks Like In Practice A leader begins every morning reviewing a long list of tasks. By lunchtime, she feels behind. When she shifts her focus to identifying the most important outcome for the day, her decision-making improves and her stress decreases. The work doesn't disappear. The relationship to the work changes. Question to Consider What would happen if not everything deserved equal access to your attention? In the shift, Dr. Nika White P.S. What is taking up attention right now that may not actually deserve it?