Developing Bias-Free Feedback

As performance review season approaches, I've been reflecting on a conversation from over a decade ago that still sits with me today. During my review, my manager told me I "needed to work on my confidence." When I asked for clarification, she said, "Think about how [male colleague] would have handled this situation." I can't fully fault my manager - who was herself a woman. We all carry internalized biases that we've absorbed from years of working in systems that often value traditionally masculine behaviors. It's a stark reminder that unlearning these patterns requires conscious effort from all of us, regardless of gender. That moment crystallized something I've observed throughout my career: vague feedback often masks unconscious bias, particularly in performance reviews. "Lack of confidence" is frequently used as shorthand to describe women's leadership styles, while similar behavior in male colleagues might be viewed as "thoughtful" or "measured." Here's what I wish that manager had said instead: 🔹 "I'd like you to take the lead in proposing solutions to the team, rather than waiting to be called on." 🔹"Let's work on defending your decisions with data when faced with pushback from folks." 🔹"I noticed you often preface your ideas with "I think..." Let's practice delivering recommendations with clear rationale and conviction." 🔹"Here are specific techniques to influence cross-functional stakeholders more effectively." As leaders, we are responsible for being intentional and specific in our feedback. Vague critiques like "needs more confidence" or "should be more assertive" without concrete examples or actionable guidance don't help our reports grow – they perpetuate harmful stereotypes. To my fellow managers preparing for year-end reviews: 🔹Be specific about behaviors, not personality traits 🔹Provide clear examples and contexts 🔹Outline actionable steps for improvement 🔹Check your biases - are you applying the same standards across your team? Remember: The impact of your words may last far longer than the conversation itself. #Leadership #PerformanceReviews #UnconsciousBias #WomenInBusiness #ProfessionalDevelopment

We all want to reward employees fairly, yet decades of research--and for many people, their lived experience--show that bias persists. In other words, for the same performance, people earn less or more due to managerial error. New research from researchers at our Stanford VMware Women's Leadership Innovation Lab shows that many interventions are only targeting half the problem. Bias shows up both in how managers describe (view) performance as well as how they reward (value) behaviors. Viewing biases often show up in how performance is described differently based on who is performing it. Men’s approach may be called “too soft,” thus “subtly faulting them for falling short of assertive masculine ideals.” Valuing biases can show up as the same behavior being rewarded when men perform it but not when women do. Examples from the research show that men benefitted when their project specifics were described, whereas women were not. So the same description and behaviors showed up in reviews, but they were only rewarded on men’s. What can be done to curb biases? ✅ Standardize specific guidelines for how managers should view employee behaviors and assign corresponding rewards when giving employees feedback and making decisions about their careers. ✅ Help managers catch bias in both viewing and valuing. ✅ Monitor these impacts from entry level to executive leadership. It turns out that as the criteria shift, so can the way these biases work. A key lesson from our research shows that the work takes discipline, consistency and accountability. These steps may seem like a lot of “extra” work, but at the end of the day, managers also benefit when they weed out biases and fairly promote the most talented employees. Article by Alison Wynn, Emily Carian, Sofia Kennedy and JoAnne Wehner, PhD published in Harvard Business Review. #diversityequityinclusion #performanceevaluation #managerialskills

I once got feedback that I was “intimidating.” I took it to heart. I spent the next few years trying to be as approachable, warm, and agreeable as I could be. I assumed this was a character flaw that I needed to fix. But years later, I realized something: this feedback wasn’t about me. It was about the system - one that judges women more harshly and polices their personalities more than their performance. And the numbers back this up. 👇🏽 🎯 Women are 7x more likely to receive negative personality-based feedback than men. 🎯 56% of women have been called "unlikeable" in reviews (vs. 16% of men). 🎯 Harvard Business Review found that 76% of “aggressive” labels in one company’s reviews were given to women (vs. 24% to men). This Is the Leadership Double Bind: Speak up? You’re “too aggressive.” Stay quiet? You “lack confidence.” Show ambition? You’re “unlikeable.” Ask for a promotion? You’re “too pushy.” And here’s the kicker - it’s worst for high-performing women. This is why women... ↳  Hesitate to showcase ambition. ↳  Are reluctant to ask for opportunities. ↳  Are leaving workplaces faster than others. So, what can we do? Here are 3 ways we can start changing this narrative today: ✅ Check your language. Is the feedback about personality or performance? If you wouldn’t give the same critique to a man, please reconsider. ✅ Challenge vague feedback. “You need to be more confident” isn’t actionable. Women deserve the same clear, growth-oriented feedback as men. ✅ Support women’s ambition. If certain leadership traits (ex. being assertive) are seen as strengths in men, they should be seen as strengths in women too. Have you ever received unfair feedback? What’s one piece of feedback you’ve had to unlearn? 👇🏽 ♻️ Please share to help end unfair feedback. 🔔 Follow Bhavna Toor (She/Her) for more insights on conscious leadership. Source: Textio 'Language Bias in Feedback' Study, 2023 & 2024 #EndUnFairFeedback #IWD2025

🔍 Gender Differences in Feedback at Work: What We Need to Know 🔍 Feedback is crucial for growth and development, but did you know that the way feedback is given—and received—can differ significantly between genders? Understanding these differences is key to creating a fair and supportive workplace. 🌟 What the Research Says: Feedback Tone 🎯: Studies show that 66% of women receive feedback focused on their personality traits, compared to only 1% of men (Harvard Business Review, 2023). Men, on the other hand, are more likely to receive direct, constructive criticism related to their skills and performance. Personality vs. Performance 👥: Research indicates that women are 2.5 times more likely than men to receive feedback that is vague or less actionable (McKinsey & Company, 2023). This often includes comments on their communication style or likability, rather than their actual job performance. Impact on Career Growth 🚀: The disparity in feedback can significantly affect career progression. Women who receive less actionable feedback are 20% less likely to be promoted into leadership roles (Lean In and McKinsey’s Women in the Workplace Report, 2023). 💬 How to Address It: Be Specific and Actionable ✍️: Whether you’re giving feedback to men or women, focus on specific behaviors and outcomes. Offer clear, actionable steps for improvement to ensure it’s constructive and beneficial. Awareness and Training 🧠: Encourage awareness about these biases in your workplace. Training managers to give balanced, objective feedback can help reduce gender bias and support equal development opportunities. Encourage Open Dialogue 🗣️: Create a culture where feedback is seen as a tool for growth, not criticism. Encourage employees to ask for clarification and examples, ensuring they understand how to improve. 🌍 The Bigger Picture: Addressing gender differences in feedback isn’t just about fairness—it’s about unlocking the full potential of your team. When everyone receives the feedback they need to grow, we all win. Let’s work together to create an environment where feedback is fair, balanced, and truly helps everyone succeed. #WorkplaceEquality #GenderBias #FeedbackMatters #InclusiveLeadership #CareerGrowth

After receiving 10,538 pieces of publicly available, real-time feedback in my decade at Bridgewater, I learned a lot of hard lessons about personal development. Avoiding this one mistake when giving feedback tops my list: Assuming you know Why... - You can't read minds - You put them on defense - You often favor your biases Instead, try this: When you ___. -> This is what the camera saw. Only facts. I experienced ___. -> This is where your POV comes in. Which resulted in ___. -> Tie this to team outcomes. 💡Here's an example: When you...reviewed the proposal with the client I experienced...you dismissing their concerns Which resulted in...us losing the deal. ✅ Why this works: - It leaves open the possibility you were wrong - It doesn't propose any motive - It is clear and focused ❌ How you can mess it up: - Surround it with fake compliments and caveats - Offer more feedback before resolving - Add "Because you___" to the end We're doing a free 30-minute lesson to help managers confidently navigate 3 critical conversations: - Your team is underperforming - Your boss is unengaged - Your peer is unhelpful Sign up here: https://lnkd.in/eyNv239g And if you found this post insightful: - Please follow me 🔔 for more Dave Kline - And share ♻️ with your community by reposting

✨ One wish I have for 2025? For women to stop hearing they need to “get more confident” to be considered for leadership positions. If you’re a manager, here’s a thought: one of the most powerful ways to support aspiring leaders isn’t by pointing out their supposed lack of confidence—it’s by providing developmental feedback that’s specific, actionable and geared towards growth. And this challenge is on you. Why? Because gender bias gets in the way of that. Research* shows that women receive less useful, less actionable feedback than men—and they’re far more likely to be told they need to “work on their confidence.” But here’s the truth: it’s not about confidence. It’s about clarity. It’s about giving women the kind of feedback that helps them focus on the right skill development, not vague notions of personality. So, how can you get this right in practice? I’ve shared a comic slip below that breaks this down and I highly recommend the full article* for more tips and examples. I hope we can create workplaces where leadership readiness is measured not by “confidence” or outdated assumptions about what leaders should look like but by competence. Do you also think “confidence” is overrated as a measure of leadership potential? Looking for more DEI content based on my comics? Download free "A short guide on inclusive leadership" here: https://lnkd.in/dDXhHe6H 🎁 *Sources: HBR “Men Get More Actionable Feedback Than Women” by Elena Doldor, Madeleine Wyatt, and Jo Silvester “No Hard Feelings” by Liz Fosslien and Mollie West Duffy

𝙒𝙚 𝙙𝙞𝙨𝙡𝙞𝙠𝙚 𝙖𝙣𝙙 𝙖𝙫𝙤𝙞𝙙 𝙨𝙪𝙘𝙘𝙚𝙨𝙨𝙛𝙪𝙡 𝙬𝙤𝙢𝙚𝙣 𝙞𝙣 𝙩𝙝𝙚 𝙨𝙖𝙢𝙚 𝙢𝙖𝙣𝙣𝙚𝙧 𝙬𝙚 𝙙𝙤 𝙙𝙞𝙨𝙝𝙤𝙣𝙚𝙨𝙩 𝙢𝙚𝙣, 𝙗𝙚𝙘𝙖𝙪𝙨𝙚 𝙤𝙛 𝙤𝙪𝙧 𝙗𝙞𝙖𝙨𝙚𝙨. A recent report at Fortune by Emma Burleigh shows that high-performing women are leaving their jobs at alarming rates due to negative feedback, not in spite of their success, but paradoxically because of it. This issue is a classic example of the "tightrope" bias, where women are expected to perform impeccably and yet are scrutinized more harshly. The data speaks volumes about the systemic biases that still permeate our workplaces. This calls for an urgent cultural shift within our workplaces. Feedback should be a tool for growth, not a weapon that sidelines our best talents. I challenge each of you, especially leaders and influencers in your organizations, to scrutinize the feedback mechanisms at your workplaces. Are they truly objective, or are they tainted by unconscious biases that penalize unfairly? Using behavior science to address biases against successful women in the workplace can be quite effective. Here are some straightforward strategies: ◉ Set Clear Expectations: Make it a standard practice to double-check biases in performance reviews. Include prompts that ask reviewers to back up their ratings with clear evidence, focusing on specific job performance and not personal opinions. ◉ Make Commitments Public: Have managers commit publicly to gender diversity goals. Include these goals in their performance reviews to hold them accountable, using the power of commitment to enforce change. ◉ Highlight Positive Examples: Use internal newsletters and meetings to celebrate achievements by women and promote stories of gender equality. This sets a new standard, showing that success from women is normal and valued. ◉ Guide Choices: When hiring or assigning tasks, always present a diverse group of candidates as the norm. Require explanations if the group isn’t diverse. This guides hiring managers towards making fairer decisions without strict rules. ◉ Emphasize the Consequences of Bias: Point out the negative impacts of not addressing gender bias, like damage to the company’s reputation or missing out on top talent. People often work harder to avoid losses than to achieve gains. Give your managers tools to do better! #GenderEquality #BehavioralScience #InclusiveLeadership #DiversityAndInclusion #BiasFreeWorkplace #WomenInLeadership #FairnessInFeedback #EqualOpportunity #WorkplaceCulture

Feedback never lands in the middle. It builds you or it hurts you. Think about your last feedback conversation. Did it energize or drain you? One comment can sharpen your vision. Another can shut you down. There's a biological reason why. Here's what neuroscience reveals: ❌ When feedback becomes poison: → Cortisol floods the system → Learning centers shut down → Defensive walls go up ✅ When feedback becomes medicine: → Dopamine levels rise → Neural pathways expand → Growth mindset kicks in Here's the reality: As a leader, your words are more than just a means of communication. They literally rewire your team's biology. Here are three ways to make your feedback medicine: 1️⃣ Shift from past blame to future possibility → Instead of: "This presentation wasn't clear." → Try: "Let's explore how to make your next presentation even stronger" 2️⃣ Partner critique with potential → Instead of: "These numbers need work" → Try: "I know you can crack this. Let's break it down together." 3️⃣ Time negative feedback right → Private conversation → When energy is high → After emotions have settled Remember: Feedback becomes a gift when the message is correct. Your language shapes how feedback lands. ❓How do you ensure your feedback is constructive? Share your tips below.👇 👉 Follow Maria Luisa Engels for visuals that teach and personal development. 👉 If this post resonates with you, share it with your network.