"Gone Fishing" for Ray's Brithday
As a birthday gift to Ray who never complains but who feels as if my work schedule eliminates much of our quality time together, I'm "going fishing" until the first of September.
This will be my last blog entry until then. Today, I'll finish the chapter on "work" that I started last week. As of next week, my book "Are You Guys Brothers?" will be available at www.authorhouse.com.
Have a wonderful summer of experiences to which you are fully present. Spend time with the people you love.
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Since coming out as gay in 1974 at the age of 26, I’ve never again had to endure the day-long horrors of the workplace closet. Initially poor as a church mouse on my own, I nevertheless have been free in a way most gay people, including the love of my life, have not been fortunate enough to be. My being gay, rather than being tolerated at work, was a necessary credential for me in writing, speaking, and serving in the Mayor’s Office.
I suspect that the two-faced chaos of Ray’s personal and professional identity, coupled with his spiritual hunger for honesty in his life, the high powered nature of his job, and his separation from me all contributed significantly to his hitting bottom with booze and his subsequent suicide attempt. During his recovery, and with his return to the Boston office, he came out without qualification and his work life became dramatically more tolerable. As a result, his client base grew in both size and stability.
After four more years in Boston, still enduring the “deep disappointment” and anger of a New York boss (the same one who said “fag” more often than “good morning,”) because Ray hadn’t come out to him sooner, Ray flew to New York to give notice that he planned to retire in a year. His boss there urged him to stay on and to take over Lehman’s office in Atlanta. Ray said that he would but only if the firm affirmed his homosexuality by treating me as his spouse and paying my relocation expenses too.
We were in Atlanta for a couple of years. Our home in Ansley Park was the site of the office holiday party. That provided, perhaps for the first time in Wall Street history, the opportunity for the male spouse of the male office manager to guide the wives of the male staff through a tour of the master bedroom and respond to questions, at the same time offering decorating hints that could be incorporated in their own homes.
My speaking engagements, after having been dominated for many years by those on college campuses, were now primarily taking place in U.S. corporations, particularly for those in the high tech industry such as with Hewlett-Packard, Bell Labs, Lucent Technologies, and Motorola, and because of HIV, for drug companies, including Merck and DuPont.
By the time we moved to New York so that Ray could take over as Managing Director of Global Equity Sales, again at the request of his boss to delay retirement for two more years, Wall Street firms had emerged as my primary clients, starting with JP Morgan/Chase. Meanwhile, for Ray at work, the word “fag” continued to spice the boss’s office conversations and conference calls.
My message to corporate executives is that to succeed in their goal of attracting and retaining the best and brightest employees, they need to create an environment where every person feels safe and valued. It’s not enough to include “sexual orientation” in their non-discrimination policy, to offer domestic partner benefits, to have a gay, lesbian, bisexual, and transgender employee resource group, and to sponsor gay cultural events. The ability of people to feel safe and valued at work results from the “music” of the office, not the “words” of the corporate policy. How, I ask, do gay employees know for certain that they are valued? (Not, certainly, with the daily use of the word “fag.”)
Ray became my example of how important it is to focus on the individual behavior of colleagues on a day-to-day basis in order to create a safe and productive environment. After years of stellar service as a revered boss and account manager, he walked away at age 45 from a significant salary because he didn’t want to spend another day of his life feeling “tolerated.” While no one at work was personally, openly hostile, Ray got tired of being the only one who wasn’t asked on Monday about his weekend or on Friday about his holiday plans. His peers weren’t conscious of the exclusion, and they meant no harm, but their strategy of avoidance created for their colleague an environment where he felt marginalized. And so, he gave notice, and in doing so, his frequent nightmares ended and he put away forever the armor he had reluctantly pulled on every morning for most of his working life.
That was a dozen years ago, and since then Ray and Lehman Brothers have changed dramatically. Ray looks younger, healthier, and far happier, and Lehman has become a leader in the financial world in its efforts to not just accommodate diversity but to empower it.
My professional career has gone from being fired for coming out as gay to now speaking to bankers in London, Hong Kong, Sidney, Singapore, and Tokyo about gay and transgender issues, at the same offices and to some of the same people Ray had managed in his career. A highlight of my work life was when I was invited to give my two hour presentation to the senior managers at Lehman’s corporate headquarters in New York, with Ray in the auditorium.
Joe Gregory, the firm’s terrific Chief Operations Officer (COO), and a colleague of Ray’s, welcomed me and Ray, and spoke passionately to Ray’s former peers and to those hired later, about Lehman’s commitment to retain the best and brightest employees by creating an environment that values all diversity.
I’ve had some big challenges with speaking engagements before, like the time I spoke to 2,000 fraternity and sorority members in an outside venue at UCLA, but speaking at Lehman wasn’t a big challenge at all. There was great enthusiasm in the room and great affection for Ray. It was a moment of bliss for us both. I’ve also had some tough audience members to contend with over the years, like the guy who sighed loudly, and dramatically looked at his watch the entire time I spoke because, he said, my message “would bring about the destruction of Western civilization.” But everyone in the room at Lehman smiled and was clearly eager to learn.
Under the right circumstances, a speaker and an audience can do an incredible dance together, each following the other’s lead, starting slowly but confidently, and building to a graceful series of turns that obliterate any awareness of time or outside distraction. We did such a dance together that day, and periodically, as the senior executives joined me in laughter at a humorous observation of our shared human experience, I would look over at Ray who was beaming and nodding with pride and gratitude.
At its conclusion, Joe stood to shake my hand, thank me, thank Ray, and thank his colleagues for their enthusiastic participation. “We’ve come a long way in a short time,” he said, “and we have a long way to go.”
Ray’s old comrades surrounded him, patted his back, and handed him their business cards before we left for our hotel. I was scheduled to give a second talk the next day to a second group of senior traders, but Ray didn’t feel the need to attend. “I got the closure I needed,” he said, wrapping his arm around my shoulder as we walked down the street. “Thank you. You were just great. I was so proud.”
In the many years that I’ve been working with investment banks worldwide, I’ve come to understand more about the game of Bingo they all play, but what makes a far bigger impression on me is how hard they all are trying now to create a work environment where people like me won’t fear being fired and people like Ray won’t need to retire.
So, now Al Parker, my Colt model alter ego, is walking up the stairs wearily after a long day of travel, and Don Knotts is home filling every room with gay pride. It suits us both just fine.

