Lean In isn t Enough Unconscious Gender Bias and What to Do About It. Kristin Robertson Brio Leadership 1

Transcription

1 Lean In isn t Enough Unconscious Gender Bias and What to Do About It Kristin Robertson Brio Leadership 1

2 2

3 The problem The solutions 3

4 Unconscious Gender Bias Subtle, camouflaged, often unintentional, and systemic assumptions about male and female roles and capabilities 4

5 Bias is Inherent 5

6 d.edu/implicit/user/a gg/blindspot/indexgc. htm 6

7 Gender Pay Gap

8 Women s Representation in Corporations 8

9 9

10 The 30% Solution s Benefits Increased shareholder value More flexible management approaches Broader definitions of success Better bottom lines Sources: Linda Tarr-Whelan, (2011). Women Lead the Way. 10 United Nations General Assembly, 1995

11 11

12 80 years to achieve global gender parity. Source: The World Economic Forum, Global Gender Gap Report

13 Dimensions of Bias The double bind The traditional male experience is normative Stereotyping of women s roles The maternal wall* Proof of competence vs. potential *Joan C. Williams: What Works for Women at Work. Retrieved from: 13

14 Neuroscience It s not as if we {men & women} all start out with the same brain structure. They are different by nature. {Women s} reality dictates that communication, connection, emotional sensitivity and responsiveness are the primary values. Louann Brizendine, M.D. The Female Brain 14

15 9 Leadership Behaviors that Improve Organizational Performance Participative decision making Role model Inspiration Expectations & rewards People Development Intellectual stimulation Efficient Communication Individualistic decision making Control & Corrective action 15 Source: McKinsey: Women Matter Retrieved from:

16 9 Leadership Behaviors that Improve Organizational Performance Participative decision making Role model Inspiration Expectations & rewards People Development Intellectual stimulation Efficient Communication Individualistic decision making Control & Corrective action 16 Source: McKinsey: Women Matter Retrieved from:

17 The Solutions 17

18 The Individual, Lean In Opportunities Communicate decisively 18

19 Communicate Decisively Don ts Put question marks at the end of statements. Whine. Preface ideas with qualifiers. Compress your body stance. And, a special note about tears. 19

20 20

21 21

22 22

23 Amy Cuddy s TED talk Your Body Language Shapes Who You Are hapes_who_you_are?language=en 23

24 The Individual, Lean In Opportunities Communicate decisively Toot your own horn Steal back your ideas Create a posse of mutual supporters at work, both male and female Learn to negotiate well Get a coach to discern your purpose, values & strengths and what s holding you back Ask for more help at home 24

25 Individual Leader s Responsibilities Ensure that everyone is heard Make it safe to propose novel ideas Give team members decision-making authority Share credit for success Give actionable feedback Implement feedback from the team Source: How Diversity can Drive innovation, Hewlet, Marshall, Sherbin Harvard Business Review, Dec,

26 The Organizational Opportunities 26

27 Inclusion Practices Partners sponsor 4-5 minorities and women in the firm. Create communication structures that ensure that employees explicitly identify their career aspirations. Re-design advancement/promotion requirements to include diversity guidelines, such as P/T work and incentives. Implement flexible working arrangements, such as P/T & Results-Only Work Environment (ROWE). 31

28 The Systemic Opportunities 33

29 Quartz. (2015, November 4) Retrieved from

30 35

31 Kristin s article on Unconscious Gender Bias 36