By: Seraphina Quinn
Denise S. Young’s book, When We Are Seen, offers a profound exploration of her experiences as a Black woman in the upper echelons of Silicon Valley. As a former chief of HR and a co-creator of the Apple Store experience, Young emerged in an industry where people of color in key roles in tech companies were few and far between. This book, a compelling blend of memoir and practical guidance, not only recounts her personal journey but also serves as a guide for others seeking to bring the best of themselves to their professional lives.
A Voice of Diversity in Silicon Valley
Young stands out as one of the first and few women of color to reach the C-suite in Silicon Valley. Her career at Apple, spanning several decades, included key roles such as the company’s first Black chief of human resources and, later, its first VP of inclusion and diversity. Young’s tenure at Apple is particularly known for her work co-creating the Apple Store cultural experience, a hallmark of the brand’s customer engagement strategy. Leadership experts have often praised her for her emotional intelligence, an attribute that has been crucial in her efforts to foster a more inclusive and empathetic workplace environment that many employees experienced inside the Apple Stores in their earliest years. Young’s belief was simple: how employees felt would readily translate to how they, in turn, related to and engaged customers.
In When We Are Seen, Young reflects on her experiences as a “first and only” in many of the roles she held in Silicon Valley. Her journey through a predominantly white, male-dominated industry required her to constantly conform to their expectations, rarely considering what she brought to the equation. In the book, Young cites different seasons of her career, trying different ways to be heard and recognized. Her story is not just a recounting of professional achievements but a candid portrayal of the challenges she faced, including the subtle and overt forms of discrimination Young and many more women and people of color help highlight as still all too common in corporate America. Young’s premise is that leaders and decision-makers can change this if they choose to, but we also have more power than we realize. She describes this “power” as activated by recognizing our connected human experiences.
The Power of Authenticity and Empathy
Central to Young’s narrative is the concept of authenticity—bringing one’s truest, therefore best, self to workplaces. She argues that true inclusion involves more than just diversity in numbers; it calls for creating an environment where people feel safe to contribute, let go of the effort required to shield themselves, and be “given back” the time taken to heal from microaggressions. She describes how leaders benefit from knowing their employees and can achieve P&L progress by knowing their employees better and valuing them for who they truly are. Young tells leaders who read the book that the world’s working demographics have already shifted and are likely behind in activating this reality. To make room for embracing cultural heritage or sharing personal interests might have seemed trite or incorporate-like at one time. Still, it is essential to engage a younger, more gender-equal, post-pandemic, more remote workforce or simply the newer world. Young emphasizes that authenticity is not a passive state but a skill/state that can and should be developed. It involves consciously choosing to be open and vulnerable despite the risks and encouraging others to do so.
In her book, Young shares practical advice on harnessing personal stories of when we were seen and positively impacted. She believes that empathy is an essential skill and must exist within organizations as an active practice, versus a “soft skill” that is optional. She describes the ways we misunderstand what empathy truly is and what it does for us. Young offers a blueprint for action that includes understanding and overcoming the inevitable biases within people and systems. In her HR career, she asserts that her global team worked hard to select and develop empathetic leaders who understood how to use emotional intelligence to create environments where people thrived. Her insights are particularly valuable for those who feel marginalized or unseen in their professional environments. In sharing her struggles and triumphs, Young offers solace and a sense of solidarity to readers who may be navigating similar challenges, challenges which the news headlines of the day tell us are still very much in existence, whether for an AI engineer, a presidential candidate, or a sitting Supreme Court Justice.
A Blueprint for Inclusive Leadership
When We Are Seen is a compelling and warmly told personal memoir, but it is also a call to action for leaders and organizations. Young provides guidance for creating inclusive workplaces, classrooms or gathering places where people can believe they are valued. That cultural grounding in values then empowers higher, more quality contributions. And when talented people can contribute at higher quality levels, they simply thrive. She emphasizes the importance of leaders who are not only aware of diversity and representation issues but are also actively working to understand and address them. This involves challenging the status quo and avoiding performative approaches. She concedes that the belief systems that so many diversity practitioners must face within their organizations are often so deeply ingrained in people and in systems that it feels and appears insurmountable. Young argues that although this is a characteristic of corporate workplaces, it can be shifted.
One of the book’s key messages is that inclusion is not a one-size-fits-all approach. Young stresses that each individual’s experience is unique and that true inclusion involves recognizing this fact. She encourages leaders to engage in meaningful conversations with their employees by listening with empathy, asking thoughtful questions, and aiming to gain more insight and context. Only then can leaders take actionable steps to create better conditions for people to thrive. The latter part of that statement also requires courage on the part of leaders to stand up to the inevitable backlash that can arise from forging pathways to access and making resources available. She argues this is not only right to do but inarguably beneficial for the organization, as it leads to more engaged and innovative outputs from people.
Community Building
In addition to her focus on individual authenticity and leadership, Young also emphasizes the importance of community and recognizing the roles communities play in building support networks, both within and outside the workplace. These networks enhance how we are seen, often providing mentorship, guidance, and a sense of belonging, all crucial for personal and professional growth. Young shares her experiences finding and nurturing such communities throughout her career and offers practical advice for others looking to extend their support infrastructure.
Young’s book highlights the role of allies in the ongoing struggle to achieve inclusion, especially greater equity. She calls on those in positions of privilege to use their influence and positional power in new ways. Spend time to grow their knowledge and understanding of marginalized groups and the “why” of their journey. She suggests that leaders do this with the same level of effort they employ to understand new products or market conditions and that it must be an ongoing way of thinking, not a one-time event or destination. Too much remains uninformed if this work is not done, and companies and organizations are unlikely to gain traction. This condition, she asserts, is the reason DEI programs have been largely unsuccessful. Young describes encountering allies who advocated for policy changes, promoted diverse voices, and aggressively challenged discriminatory practices. By fostering a culture of allyship, Young believes that organizations can create more inclusive and supportive environments for all employees, and ultimately enjoy higher overall performance.
The Broader Impact of “When We Are Seen”
When We Are Seen is not just a book for business leaders or those working in corporate environments; it is a universal message about the importance of being true to oneself and valuing others for their authentic selves. It speaks to anyone who has ever felt left out, unseen, or misunderstood. Young’s narrative is a personal story of resilience and a broader commentary on the systemic issues that still pervade many industries.
The book has received praise from various quarters, including business leaders like Ron Johnson, who noted that it offers valuable insights for business leaders and anyone interested in understanding “what it means to be a part of the human race”. World-class Apple designer and innovator Jony Ive describes Young’s knowledge of culture as “extraordinary.” Award-winning trumpeter and world-renowned orchestra leader Wynton Marsalis stated that he also shared so many experiences found in the pages of Young’s book and that he loved the blending of cultures and the “humility” of the storytelling. In sharing her journey, Young provides a powerful example of how one can navigate and succeed in environments that are not always welcoming, yet still have an impact on that environment for the better.
Overall, the book is both a heartfelt memoir, sensible guide, and inspirational reminder of our shared humanity, offering insights and strategies for individuals and organizations alike. Through her story, Young inspires us to embrace our authentic selves and to work towards a world where everyone is seen, heard, and valued.
Published By: Aize Perez
