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:

The Energy Behind Your Leadership - Why how you show up matters more than how much you do

By Nika White • June 15, 2026
Leaders often focus on effort. Working harder. Doing more. Giving more. But effort is not the only variable. Energy matters. The tone you bring into a meeting. The pace of your communication. The steadiness of your presence. Earlier in The Human Shift, The Body Knows Before The Mind Does, we explored how the body communicates before words. Energy is often what people remember most. A Reframe Leadership is not only what you do. It is what people experience in your presence. One Simple Practice Before your next interaction, ask: “What energy am I bringing into this?” Then adjust—slightly. Question to Consider What do people consistently feel after interacting with you? What This Looks Like In Practice In leadership and culture work, energy is one of the most overlooked drivers of performance and trust. It shapes how work feels—and how people engage. In the shift, Dr. Nika White P.S. If your team described your leadership in one word based on how it feels, what would they say?

The Leadership Habit of Anticipation- When thinking ahead becomes living ahead

By Nika White • June 8, 2026
A Strong leaders anticipate. They think ahead. They plan. They prepare. But anticipation can quietly become overextension. Living in the next moment instead of the current one. Earlier in The Human Shift, The Cost of Constant Readiness, we discussed readiness. Anticipation, when constant, keeps leaders slightly ahead of the present—which can disconnect them from what’s actually happening. A Reframe Preparation supports leadership. Over-anticipation distances it. One Simple Practice Bring your attention back to one present interaction today. Ask: "What is actually happening right now?” Not what could happen. Not what might happen. Just what is. Question To Consider How often are you leading from the present versus the future? What This Looks Like In Practice Leaders who reduce over-anticipation often report clearer communication and stronger relationships because they are responding to reality, not projection. In the shift, Dr. Nika White P.S. Where are you currently living ahead of the moment instead of in it?

The Subtle Drift into Disconnection - How it happens without anyone noticing

By Nika White • June 1, 2026
Disconnection rarely happens all at once. It builds slowly. A conversation you rush through. A moment you don’t fully listen. A tension you move past instead of addressing. Over time, these moments accumulate. Earlier in The Human Shift, Inclusion Isn’t Exhausting – Disconnection Is , we explored inclusion as lived experience. Disconnection is often not intentional—it is the result of repeated missed moments of connection. A Reframe Disconnection is not a single event. It is a pattern of small moments. One Simple Practice Today, in one conversation, slow down enough to fully listen—without preparing your response. Just notice. Question To Consider Where have small moments of disconnection quietly added up? What This Looks Like In Practice In culture work, repairing disconnection rarely requires large interventions. It requires consistent attention to everyday interactions. In the shift, Dr. Nika White P.S. When was the last time you felt fully present in a conversation?

When Presence Replaces Performance - Why leadership effectiveness isn’t always about doing more

By Nika White • May 27, 2026
In high-performing environments, leaders often feel the need to demonstrate value constantly. Speaking. Solving. Contributing. But not all leadership is visible. Sometimes the most impactful presence is quiet. Earlier in The Human Shift, The Shift From Bracing to Grounding , we explored grounding as staying connected to yourself in the moment. Presence allows leaders to influence without constant action. A Reframe Leadership is not always what you do. Sometimes it is how you are. One Simple Practice In your next meeting, contribute one fewer time than you normally would. Instead, observe: What changes when you create more space? Question To Consider What would shift if you trusted your presence as much as your output? What This Looks Like In Practice Leaders who learn to use presence intentionally often find their influence increases—not decreases—while their effort becomes more sustainable. In the shift, Dr. Nika White P.S. Where might doing less actually strengthen your leadership today?

The Weight of Unspoken Expectations - What leaders carry that no one names

By Nika White • May 19, 2026
Not all expectations are stated. Some are felt. You feel them in how quickly you respond. In how prepared you need to be. In how little room there seems to be for uncertainty. These expectations shape behavior—even when no one has said them out loud. Earlier in The Human Shift, Culture is What People Carry Home, we explored how culture is what people absorb. Unspoken expectations are one of the most powerful ways culture is transmitted. A Reframe What is unspoken is often what is most influential. One Simple Practice Ask yourself: “What expectations am I operating under that no one has actually confirmed?” Then question one of them. Question to Consider What might change if you clarified one assumption you’ve been carrying? What This Looks Like In Practice In organizational work, many performance patterns are driven less by formal expectations and more by perceived ones. Naming them creates immediate relief and clarity . In the shift, Dr. Nika White P.S. What expectation are you currently meeting that may not actually exist?

The Tension Between Speed and Clarity - Why moving quickly can sometimes create more work later

By Nika White • May 11, 2026
Speed often feels like progress. Decisions made. Meetings closed. Momentum maintained. But speed and clarity are not the same. Earlier in The Human Shift, The Cost of Constant Readiness, we explored how readiness can create urgency where it may not actually exist. When leaders move quickly from that state, decisions can reflect pressure more than perspective. A Reframe Speed moves things forward. Clarity moves things well. One Simple Practice Before your next decision, ask: “Am I choosing speed—or am I choosing clarity?” If it’s speed, ask: “What would clarity require right now?” Question to Consider Where might slowing down actually create stronger outcomes? What This Looks Like In Practice Many organizations don’t suffer from slow decision-making—they suffer from fast decisions that require correction. Clarity reduces rework.. In the shift, Dr. Nika White P.S. What decision today would benefit from just a little more space?

When Responsibility Becomes Identity - The moment leadership stops being a role and becomes who you are

By Nika White • May 4, 2026
High-capacity leade rs often say: “I’ll take care of it.” At first, it’s situational. Then it becomes habitual. Eventually, it becomes identity. You’re the one who handles things. The one people trust. The one who doesn’t drop anything. But identity-level responsibility is different. It doesn’t turn off. Earlier in The Human Shift, Capacity is not Infinite, we explored capacity as information. When responsibility becomes identity, capacity signals are often overridden—not because leaders don’t feel them, but because they don’t believe they can respond to them. A Reframe Responsibility is a role you hold. Not a definition you carry. One Simple Practice Today, notice one “yes” you give automatically. Pause. Then ask: “If I didn’t see this as mine by default, what would I choose?” Question To Consider Where has your sense of responsibility expanded beyond what is actually yours? What This Looks Like In Practice In leadership development work, one of the most important shifts is helping leaders separate identity from role. When that happens, both performance and sustainability improve. In the shift, Dr. Nika White P.S. What responsibility do you carry right now that no one explicitly asked you to hold?

The Cost of Being the Calm One-When Composure Becomes Your Default Role

By Nika White • April 27, 2026
Some leaders become known as “the calm one.” The one who steadies the room. Who doesn’t react. Who absorbs tension without showing it. It’s a valuable presence. But over time, it can quietly become a role you feel responsible to maintain. Not because it’s always needed. But because it’s expected. Earlier in The Human Shift, The Shift from Bracing to Grounding , we explored how leaders often move into bracing without realizing it. Being “the calm one” can sometimes be a more refined version of the same pattern—holding steady externally while managing pressure internally. A Reframe Calm is not a performance. It is a state that requires support. One Simple Practice Notice one moment today where you feel responsible for stabilizing others. Instead of immediately holding that role, pause and ask: “Is steadiness needed here—or am I used to providing it?” Question to Consider Where has your composure become something you feel you must maintain rather than something you can access? What This Looks Like In Practice Many leaders I work with don’t struggle with composure—they struggle with the cost of sustaining it alone. When shared steadiness becomes possible, leadership begins to feel lighter. In the shift, Dr. Nika White P.S. Where in your leadership do you feel most responsible for “holding the room”?

Sustainable Authority - Authority That Doesn’t Rely On Intensity

By Nika White • April 20, 2026
Some leaders repeat directions often. Others rarely need to.  The difference is not position. It is trust in their steadiness. Authority rooted in pressure requires monitoring. Authority rooted in presence requires less reinforcement. This connects back to grounding, in The Human Shift, The Body Knows Before the Mind Does. When leaders are regulated, direction travels clearly without amplification. Reframe Authority is not measured by force. It is measured by reliability. One Grounded Practice Before giving direction, slow your speaking pace by 10%. Then deliver the message once, clearly and calmly. Consistency communicates confidence more than volume does. Closing Reflection Do people follow your direction because they understand — or because they feel urgency? Contextual Depth Signal Leaders who cultivate a steady presence often find they need fewer reminders, corrections, and escalations. Regulation reduces management load. In the shift, Dr. Nika White P.S. When you give direction, what do you think your team experiences — clarity or pressure?

The Leadership Aftermath - What People Carry After Interactions Shapes Culture More Than The Interaction Itself

By Nika White • April 13, 2026
Leaders often focus on how meetings go. But the greater influence is what happens afterward. What people replay during their commute. What they describe at dinner. What they anticipate the next morning. Leadership is remembered less for exact wording and more for internal experience. Earlier, in The Human Shift, Culture Is What People Carry Home, we discussed how the emotional residue of leadership interactions shapes engagement more than policies do. Reframe Leadership influence continues after the conversation ends. One Grounded Practice After a meeting, pause for one minute and ask: “If I were in that conversation as a participant, how would I feel right now?” Not how you intended. How it likely landed. Closing Reflection What emotional tone do your interactions leave behind? Contextual Depth Signal Organizations often attempt culture change through communication strategies, but emotional experience — not mes saging — is what employees actually carry. In the shift, Dr. Nika White P.S. After a typical meeting with you, what do you think people feel most — clarity, pressure, or steadiness?