unconscious bias

As a manager, it is particularly important to understand the value of DEI, also known as Diversity, Equity, & Inclusion.  This is especially highlighted in June, which is known as LGBTQIA+ Pride month. 

During this time, it is extremely common and almost expected that companies do something to acknowledge gay diversity, often combined with public statements, image management, as well as events. However, during the other 11 months out of the year, it is often that these very same companies fail to be as inclusive as they claim to be. Some even refer to this as “Performative Activism.” While LGBTQIA+ pride often falls victim to this act, performative activism can also include racial diversity, as well as gender diversity. 

The key question to ask is, how can managers foster diversity, while at the same time avoiding committing performative activism?

                Bias doesn’t always manifest itself in terms of outright action. According to the Open Society Foundation, “Implicit bias occurs when someone consciously rejects stereotypes and supports anti-discrimination efforts but also holds negative associations in his/her mind unconsciously.” In other words, this bias is not described by outright action, but rather by microaggressions. More than 85% of all Americans consider themselves to be unprejudiced, but in actuality, the majority of United States Citizens hold some degree of implicit bias (Open Society Foundation). 

                Implicit bias is hard to spot easily, but it is often shown through microaggressions or actions that are driven by subtle or unintentional discrimination. 

Some examples of this are how judges have been found to grant longer sentences for darker-skinned defendants than fairer-skinned defendants. 

Lesser managers have been shown to not invite certain demographics in for job interviews or to not give the best performance reviews. 

Implicit Bias can often even be seen in the medical field. A growing issue within recent culture is that women have had to advocate for themselves when in severe pain. Doctors have been more likely to brush off female pain and chalk it up to menstrual pains. 

                With all of this in mind, avoiding implicit bias is trickier than you think. A great way to start is to take the Project Implicit Quiz. This is a test designed by Harvard, Yale, Washington, and Virginia researchers. This survey can help show implicit attitudes that you may not have been aware of at first either. 

An example of this would be how you may believe that men and women should both be prominent in the scientific world, but at the same time, commonly associate men with science over women. 

After taking this assessment, it is a great idea to review your actions and figure out the source of them. Did your second-in-command receive his promotion because of his merit, or because he looked like you? When making a decision on who to terminate out of two direct reports, what was the deciding factor? 

                Understanding how to make the office the safest place for all of your workers can make a difference in their lives, as well as help them feel safe and understood. Once again, in the effort to avoid performative activism, it is important to truly believe in what you are doing and make an effort to stand by what you preach. While this could start by posting signage expressing support for certain groups, there are other ways to show support.  

Speaking of bias once again, try to figure out what biases may be in your company. The most common areas that biases tend to be within a company are hiring, promotions, giving raises, and delegating tasks. Self-analyzing this bias can help you see where you can improve as a company.  

                Additional structure improvements can also add a lot to your company’s success. A standardized interview process, with the same questions, asked to applicants regardless of gender, status, race, or any other colors, can help find you the best candidates for the job. Blind application processes can also be successful. If you’ve ever seen the Voice, a hit TV music reality show, you’ll notice that the judges start a performance with their back to the auditionees. This allows them to disregard gender, race, and anything else about the applicants. 

In the same way, if you can remove information about the applicant that is extraneous to their qualifications, you can minimize unconscious bias in the hiring process.

Business management software such as AIM Insights can be very handy in your decision-making as a manager. By removing any sentiment from this process, and solely relying on data, you can make the best decisions on who to promote. If you notice your management is staffed by a certain type of person, unconscious biases may be in play. Using the data, and that alone can help you determine who is the best person for a job. 

                Holding your employees accountable is one other way that you can show your allyship. Actions speak much louder than words. If you notice that the best performance reviews are all going towards a certain demographic, it may be time to review the process, as well as to have a one-on-one with each of the reviewers. Being attentive to what is being said in the workplace is important too! While it is important to let Human Resources do what they do best, you as a manager can set the tone for how your employees interact with each other. Lead by example! Avoid using targeted language, and do your best to make others welcome. 

In an elevated position, you are at the forefront of what your employees deem appropriate and inappropriate.  

                Eliminating bias and opening your company up to diversity can be challenging at first. But keeping an open mind, being self-reflective, and leading can set you up for success. The harder you look at yourself, the better the results will eventually be. The best things are never easily acquired, so be prepared for difficulty. Best of luck!

Conflict is an inevitable part of human interaction, and it can arise in any setting, including the workplace. When conflicts occur, it is important for leaders to have the skills and strategies necessary to effectively resolve them. 

 

Inclusive leaders play a crucial role in promoting diversity, equity, and inclusion in the workplace, and must be equipped to handle conflicts that may arise because of differences in perspectives, experiences, and identities.

 

 

 

One of the key strategies for inclusive leaders to resolve conflicts is active listening. Encouraging all parties involved to express their thoughts and feelings without interruptions is crucial in resolving conflicts. By listening attentively to understand the underlying issues and concerns, inclusive leaders can ensure that all perspectives are heard and considered. 

 
2. Empathy: Try to understand the perspective of each party and show empathy towards their feelings and experiences.

 

Empathy is also a valuable tool in conflict resolution. Inclusive leaders should strive to understand the perspective of each party and show empathy toward their feelings and experiences. This can help to build trust and foster a sense of understanding, which can be essential in finding a resolution.

 
3. Encourage open communication: Encourage team members to express their thoughts and feelings openly and provide a safe space for constructive dialogue.

 

Communication is also a critical aspect of conflict resolution. Inclusive leaders should ensure clear and open communication between all parties, encouraging everyone to express their opinions and providing regular updates on the progress of the conflict resolution process.

 
4. Lead by example: Set an example for the team by demonstrating effective conflict resolution skills, such as active listening and empathy.

 

Leading by example is another important leadership tip for resolving team conflicts. Inclusive leaders should set an example for the team by demonstrating effective conflict-resolution skills, such as active listening and empathy. This can help to promote these skills within the team and foster a positive and inclusive workplace culture.

 
5. Mediate conflicts: Take an active role in mediating conflicts between team members, helping to find mutually beneficial solutions.

 

Mediating conflicts between team members is another important role that leaders can play. By taking an active role in resolving conflicts, inclusive leaders can help to find mutually beneficial solutions and prevent conflicts from escalating. It is important for leaders to be impartial and neutral in their approach, and to consider the perspectives and needs of all parties involved.

 
6. Establish clear guidelines: Establish clear guidelines for resolving conflicts and communicate these to the team. This can help to prevent conflicts from escalating and ensure that they are resolved in a timely manner.

 

Establishing clear guidelines for resolving conflicts can also be an effective way to prevent conflicts from escalating. Leaders should communicate these guidelines to the team and ensure that they are understood and followed. This can help to prevent conflicts from becoming entrenched and ensure that they are resolved in a timely manner.

 
7. Encourage team building: Encourage team building activities and opportunities for team members to get to know one another on a personal level. This can help to build trust and reduce the likelihood of conflicts arising.

 

Encouraging team building and opportunities for team members to get to know one another on a personal level can also help to reduce the likelihood of conflicts arising. This can build trust and foster a sense of understanding and cooperation, which can be critical in resolving conflicts in a positive and inclusive manner. One great way to encourage team building is through the Ambition In Motion Horizontal Mentorship Program.

 
8. Provide training: Provide training and development opportunities for team members on conflict resolution skills and effective communication.

 

            Providing training and development opportunities for team members on conflict resolution skills and effective communication is an important aspect of leadership for inclusive leaders. By investing in the development of their team members, leaders can help to promote a positive and inclusive workplace culture and ensure that conflicts are resolved effectively. One way of receiving guidance on how to be an inclusive leader is with training and metrics via AIM Insights.

 
9. Flexibility: Be open to new ideas and solutions and be willing to adjust your approach as needed.

 

Inclusive leaders must be flexible and open to new ideas and solutions. They should be willing to adjust their approach as needed and embrace change to find the best resolution for all parties involved.

10. Follow-Up with Team: Reach out to the team members involved in the conflict after the resolution has been put in place.

 

Following up with your team members after going through the conflict-resolution process shows them that you see the value in them as individuals and employees. Reaching out to check in on how your team is feeling will aid in a stronger continuation of your team's work after the resolution stage.

 

By showing that you care about their well-being after the conflict, you allow your team to rebuild trust in the team's efforts.

 

Inclusive leaders prioritize conflict resolution skills because they understand that conflicts are a normal and inevitable part of human interaction, particularly in diverse teams and organizations. Conflicts can arise due to differences in opinions, values, and interests, and if not managed properly, they can harm productivity, morale, and teamwork.

 

Therefore, conflict resolution skills are essential for inclusive leaders to ensure that their teams and organizations remain cohesive and effective, even in the face of disagreements. By having strong conflict-resolution skills, inclusive leaders can promote open and respectful communication, maintain positive relationships, encourage diverse thinking, and improve decision-making. 

 

Overall, inclusive leaders who prioritize conflict resolution skills can create a positive and productive work environment where diverse perspectives and ideas are valued, conflicts are resolved in a constructive manner, and all team members feel heard and respected.

Although sometimes intimidating, it is crucial that individuals are able to advocate for themselves in the workplace. Facing the undue challenge of sexism in the workplace is a delicate and daunting subject. 

Making sure each member's voice is heard and valued should be at the forefront of each manager's priorities. However, many individuals are subject to unconscious or subconscious bias against others, meaning that they do not realize the inappropriate nature of their behavior, tone, actions, or attitude so, bringing it to their attention is a sensitive subject. The subconscious or unconscious intent of sexist behavior does not make it permissible but, it does create a learning opportunity.  How can individuals address these concerns with their superiors without jeopardizing their relationship and impression or creating a workplace adversary? 

Consider Tom, who is the Chief Marketing Officer of a small consulting firm. Tom is in his early 40s and has three young children at home. Tom's colleague, Jennifer is the Chief Technology Officer of this firm, also in her early 40’s with young children. In a recent meeting, executive leaders of the firm were discussing how to streamline some processes within the office using new technology. Jennifer suggests implementing Microsoft Teams within the office rather than strictly using email. Tom responds by sharing that most people would rather “stick to what they know” and use email. The conversation continues, and several other executive members agree with Tom. Eventually, Christopher, the company's Chief Information Officer chimes in sharing that Teams is a good idea because “it will make communication faster.” Other members begin to agree with Christopher and the meeting concludes with all members in favor of implementing Microsoft Teams, crediting Christopher for the great idea. Jennifer is left feeling unvalued by the team for her contributions because when she suggested implementing Teams, her idea was shot down, despite her industry knowledge, years of experience, and background data. 

Jennifer is now tasked with approaching board leaders to express the discrimination she has been facing and find a remedy. However, Jennifer is concerned that approaching Tom or other executives may affect her reputation and relationships around the office. Jennifer needs to find a method of advocating for herself without negatively impacting her office status or alienating herself from her colleagues. Jennifer has a couple of approaches she could consider:

Jennifer could stop the meeting at the point of inappropriate behavior and call out the group as a whole. In this situation, Jennifer does not assign blame to any one individual but to the group as a whole for undesirable practices. This is a good strategy because Jennifer does not single out one person but points out poor group norms for the whole team. 

Alternatively, Jennifer could first call out Tom for his poor behavior, accusing him of shooting down her idea without proper consideration. This strategy is a risky approach because Jennifer would be singling out Tom in front of others, likely making him upset and defensive. This strategy could be detrimental to Jennifers' reputation and professionalism in the office. 

Jennifer could speak directly to the instigator of this conversation, Tom, and point out his inappropriate behavior. In this meeting, Jennifer has to be direct and confront Tom in order to advocate for herself. Jennifer must carefully prepare for Tom’s reaction and be ready to continue a conversation if Tom is dismissive, defensive, or rude. 

Jennifer could avoid confrontation with any specific individual and instead bring the topic to the company's Human Resources department. A representative from HR will be a great listener and could help guide Jennifer moving forward to navigate these challenges. HR may be able to speak to the other executives on Jennifers' behalf but, there is little follow-up or enforcement when a reprimanding comes from an “anonymous” source. 

While these are some options for Jennifer, there is not always a “right answer” to approaching situations like this. Role dynamics, personality types, and workplace norms heavily impact the best route for dealing with discriminatory or offensive colleagues. In any situation relating to these concerns, it is crucial to remember these 4 tips:

In entering a “crucial conversation,” it is important to be prepared to be clear and collected during a meeting. When discussing a threatening or upsetting scenario, many individuals may be taken aback by emotions or feelings clouding their communication methods. If individuals prepare in advance with written points, feelings, and experiences, they are better able to stay on track and remember the points they were considering when the scenario took place. Additionally, in planning ahead individuals should prepare for the different outcomes possible in a confrontation. For example, individuals may become defensive or disagreeable and derail the important conversation. 

2. Choose the Right Time and Place

In protecting an individual's own professional impressions and relationships, it is crucial to select the correct time and place. In private, many individuals will be more calm and willing to discuss because their reputation is not at risk in front of others. Individuals are more willing to apologize and accept their faults without public embarrassment or accusations. 

3. Be Specific

Clearly explain the comment, attitude, or actions and why they were inappropriate. Individuals suffering from subconscious or unconscious bias are generally unaware that their actions may be negatively impacting others. Explaining why behaviors are offensive clears miscommunication and misunderstanding on the topic and provides individuals with a learning experience of why what they said or did was wrong. 

4. Know Available Resources

In working for self-advocacy, it is most crucial for individuals to know all available resources. These resources are great tools for planning and learning to navigate while balancing different factors in a new situation. 

Overall, it is important for individuals to practice self-advocacy in calculated measures. Weighing impacts of group impressions, professionalism and relationship building heavily impacts the approach individuals should take. Although a delicate subject, there are no improvements in individuals' behavior if they are not corrected. Self-advocacy is a crucial tool to promote self-independence, growth, empowerment, and fair-treatment.