I’m speaking at a Women in Logistics event this week to launch a study which my company, The Forton Group, supports. The idea is to explore how we can help businesses make career transitions easier for women and minorities without having to be “Bolshie” in this traditionally male-dominated sector.
I love the word ‘Bolshie’. It’s got enough humour to neutralise that whole ‘bossy woman’ thing. Because that’s how people have responded in the past – particularly in male-dominated work environments – to intelligent and ambitious women and minorities.
I’ll be talking about subconscious bias – what this is – how we believe it gets in women’s way of stepping up. I’ll also be helping participants to identify signs of bias and what to do about it. I’m looking forward to hearing peoples’ stories and experiences; capturing ideas on what works and what gets in the way.
What’s the theory?
There are three ideas behind the study:
1. It’s more important to have a behavioural or performance focus in the workplace and then weave in the diversity and inclusion agenda. This means recognising and valuing skills, contribution, outcomes an impacts, over and above our bias and judgements towards someone’s gender, race, religion or culture. The reason behind this is that, paradoxically, when we focus on peoples’ strengths and what they actually deliver, diversity and inclusion levels rise. When we focus on the D&I agenda it increases bias against those ideas.
2. Bias is about ‘judgement and non-judgement’. High performance should be about How people notice and judge people by their actions. Yet their personality or our perception of their attitude, beliefs or intentions get judged too. Being seen to be ‘Bolshie’ is simply someone’s judgement on another’s actions – the way they speak or their body language – not what they deliver.
3. It’s vital to identify the signs of bias. Self-awareness is key; when we see how we are all impacted by conscious and unconscious bias and have tips and techniques for dealing with our biases, then things can change. Trying to change others is a fool’s errand. “Being the change” – as Gandhi said – is the first step.
So what is ‘bias’?
I’ve been reading articles about cognitive bias for years now. And following the Wikipedia article that tracked the increasing number of common biases. When it got to 72 types, I realised – as did many colleagues in the learning and development field – that a simpler approach to the topic was needed.
This is my definition:
“Bias is a quick response, mixed with judgement about a person. It’s caused by information overload and snap judgements. It is over-simplification, and making stuff up, about someone.”
It was great to find that others shared my desire for simplicity. I’m indebted to Buster Benson (https://medium.com/thinking-is-hard Twitter: @Buster) for sharing his ‘Cognitive Bias’ cheat sheet, which I’ve drawn on. Again, put simply, Buster puts cognitive bias into four quadrants which I summarise as:
- The desire to simplify
- The desire to make stuff up
- The desire to take snap judgements
- The feeling of information overload
We simplify because we’re in a hurry. We look for pattern matches. People who fit ‘our pattern’ are friends. Therefore anyone who doesn’t fit our pattern isn’t our friend. Therefore, they must be a threat.
Notice how the pattern match takes us almost instantly to snap judgements, and to making stuff up about someone. When we feel like our brains are in information overload, this is what happens
What works to neutralize bias?
Play a different inner game
Although I’m saying that, at work, we should be judged on our behaviours and performance – not our personality, gender, colour or culture – what needs to shift is on the inside. Fundamentally, we need to reduce brain overload. Seek clarity. Give ourselves enough time to make better decisions.
Here’s some tips – notice how –
- You judge yourself or others
- Self-judgement holds you back: fear of looking stupid, or standing out are common.
- Self-judgement gets transferred to others. What you judge yourself for, you’ll judge others by.
One way to shift your thinking is to look for the positive behaviour. How can you support yourself? How can you support others?
Choose presence over absence. Fears, uncertainty, jealousy, anger are all absences that leave us feeling without control. They fill a dark vacuum where clarity and presence should be.
Every-day feedback is invaluable. Not the end of the week. Or the six-monthly or annual appraisal. Every day you meet a colleague or member of the team; ask for, and offer, feedback. It won’t always be accepted, by the way…
At the Forton Group we teach a method of giving and receiving feedback in our classes that supports higher performance and delivery levels, and helps people feel supported; especially in those all-important appraisal conversations.
Other things we can do to support peoples’ self-esteem is to remind them (and ourselves) about their track record. Keep a note of your successes; sharpen up your CV to remind you of your achievements.
Coaching and mentoring are invaluable workplace tools for reducing bias and improving performance. They can be transformational in peoples’ lives too. I recently created the Coaching and the Leadership Routemap™, so that every organisation can benefit from a better coaching/mentoring programme. Find out more at www.thefortongroup.com
The ideas set out here are tentative theories. The findings from the Women in Logistics event will form part of our study – the next step of which is to undertake a wider online survey. Our purpose is to uncover ‘how to’ steps for others, and to make these easier for others to walk along. The bigger context is diversity and inclusion: gender issues specifically, yet we do expect to touch on issues like culture, race, sexuality and age too.
If you’re interested in taking part – contact me via LinkedIn or at firstname.lastname@example.org