Managing is more than skin deep: dealing with racism in the workplace.

Bob Martin, an award-winning freelance reporter/producer, was planning a segment for a major television network. His supervisor told him that the approach was weak, only to turn around and suggest the same approach (to a similar story) to another reporter--a white male.

Linda Davis (not her real name) suggested a cost-cutting idea during a meeting with some white male colleagues; her idea was ignored. Minutes later, one of the men who was present offered up the same idea and was applauded. After confronting her colleagues about the scene, they claimed they didn't hear her.

As an African American moving up the corporate ladder, you will inevitably manage diverse groups of employees. Depending on your organization, those groups may, undoubtedly, be predominantly white. So how do you handle negative situations and conflicts you feel may occur because of your race?

First, analyze the situation. The behavior you perceive as being racist may just be the individual's personal style. That person may be very aggressive or may not be a good listener. But, if this is not the case and you are confident that prejudice is at work, then it's up to you to take action.

If a subordinate is second-guessing you or double checking your directives with a peer, it's imperative that you confront the employee, says John S. Sayres, a former senior program associate at the Center for Creative Leadership (CCL) in Greensboro, N.C. Depending on company politics, the employee's actions can damage your credibility and your effectiveness working with others.

"Talk it out with the employee. If you're the manager, you have the clout," says Sayres, who developed a CCL program specifically targeted to African American managers facing leadership challenges. Sayres is also a training and development manager at McDonnell-Douglas in St. Louis. If the employee continues to undermine you, simply say: "I'm going to write you up."

In addition, discuss the problem with your colleagues and even your boss to let them know what's going on. "If you're working with a traditional corporation where you may be the only African American or you're one of two at your level, then you need to network with the majority at this level and higher," he adds.

Carl Bryant, a senior program associate at CCL, says racist behavior is often cloaked in the form of "malicious compliance." That is, your peers as well as employees may not give you important information or may give you bits and pieces, but not the total picture. To avert this, Bryant suggests finding someone in your organization whom you trust to give you information.

But before you confront anyone, it is important that you determine the organizational culture. Not every culture is open to addressing these issues. "Some organizations are conflict-averse, says Sayres. "They'll say that if it's not a major problem, just sweep it under the rug."

Most important, deal with it on a personal level. Assess your strengths and weaknesses as well as those of your staff. Ask yourself where you can build on the positive areas. Develop clear communications skills by listening and speaking clearly. Understand the organizational playing field and the process of constructive confrontation. And remember, you may not be able to change a person's attitude, but you can change behavior.