Examples of gender bias reduction efforts

„Companies spend millions on antibias training each year in hopes of creating more-inclusive—and thereby innovative and effective—workforces. Studies show that well-managed diverse groups perform better and are more committed, have higher collective intelligence, and excel at making decisions and solving problems. But research also shows that bias-prevention programs rarely deliver“, schreiben Joan C. Williams und Sky Mihaylo in der Harvard Business Review. Statt auf ineffiziente Programme fokussieren die Autorinnen auf Möglichkeiten, die einzelne Führungskräfte in der Praxis haben, um Vorurteilen entgegenzuwirken und Diversität zu verwirklichen. Es beginnt für sie damit, zu verstehen, wie sich Voreingenommenheit im Arbeitsalltag auswirkt, wann und wo ihre verschiedenen Formen tagtäglich auftreten. Das Motto: „You can’t be a great manager without becoming a ‚bias interrupter‘.“  Ihre Empfehlungen gliedern Williams und Mihaylo in drei Hauptpunkte. ▶️ Fairness in hiring: 1. Insist on a diverse pool.  2. Establish objective criteria, define “culture fit” (to clarify objective criteria for any open role and to rate all applicants using the same rubric), and demand accountability.  3. Limit referral hiring.  4. Structure interviews with skills-based questions.    ▶️ Managing Day-to-Day:  Day to day, they should ensure that high- and low-value work is assigned evenly and run meetings in a way that guarantees all voices are heard. 1. Set up a rotation for office housework, and don’t ask for volunteers.  2. Mindfully design and assign people to high-value projects.  3. Acknowledge the importance of lower-profile contributions.  4. Respond to double standards, stereotyping, “manterruption,” “bropriating,” and “whipeating (e.g., majority-group members taking or being given credit for ideas that women and people of color originally offered). 5. Ask people to weigh in. 6. Schedule meetings inclusively (they should take place in the office and within working hours). 7. Equalize access proactively (e.g., if bosses meet with employees, this should be driven by business demands or team needs).   ▶️ Developing your team: Your job as a manager is not only to get the best performance out of your team but also to encourage the development of each member. That means giving fair performance reviews, equal access to high-potential assignments, and promotions and pay increases to those who have earned them. 1. Clarify evaluation criteria and focus on performance, not potential.  2. Separate performance from potential and personality from skill sets.  3. Level the playing field with respect to self-promotion (by giving everyone you manage the tools to evaluate their own performance).  4. Explain how training, promotion, and pay decisions will be made, and follow those rules. „Conclusion: Organizational change is crucial, but it doesn’t happen overnight. Fortunately, you can begin with all these recommendations today.“ #genderequality #herCAREER

Important work by Amy Diehl, PhD and Leanne Dzubinski PhD on why women are often wrongly assumed to be in a supportive rather than leadership role and how folx of all genders can help minimize the harm done when women leaders are assumed to be in supporting roles. "Role incredulity" is a form of bias where women are mistakenly assumed to be secretaries, nurses, teaching assistants, administrative assistants, etc. instead of leaders, doctors, professors, etc. When role incredulity occurs, women must spend extra time and energy to assert their role and often to prove themselves. Drs. Diehl and Dzubinski share a number of easy-to-implement strategies that help reduce role incredulity: ✅ Making name and title introductions standard in all settings in which individuals may not know each other well. ✅ Using auto-generated signatures in company email systems that include names, position titles, and credentials. ✅ Announcing promotions over companywide email and introducing those who are promoted with their new titles in all meetings for a set period of time. ✅ Instituting a culture where everyone wears a name tag or ID badge that includes position titles. ✅ Adding position titles to the name display on web conferencing platforms, and issuing nameplates with position titles for desks and door labels in physical offices. ✅ Using images of people — of all races and genders — in various positions in promotional materials, and make sure your company is living into these representations in its promotion and hiring practices. I have lost count of the number of times I've experienced role incredulity- from my time as a faculty member to the many leadership roles I've held. Fortunately, I've also lost count of the times folx of a wide variety of gender identities have intervened, "Actually, Brandy is leading this project." "Dr. Simula is actually the lead instructor for the course, not a teaching assistant." I've also been fortunate to have fantastic mentoring around how to introduce myself in ways that both feel authentic and comfortable for me and help circumvent role incredulity bias. Grateful to all the researchers and advocates working to identify and minimize bias, the many mentors and allies who have made a significant difference for me personally, and eager to create a world in which all humans can show up and do the work without jumping through all manner of hoops before we can even get to the work. #WomenLeaders #WomensLeadership #WomenInLeadership #WomenAtWork #GenderEquality -- As always, thoughts and views are my own and do not represent those of my current employer.

On this #internationalwomensday Let’s go beyond hashtags and stop admiring problems. Here are some actionable steps to take today (and everyday): 1. Recognition in the Workplace: If you’re in a leadership position, take the time to recognize the contributions of women who may not always speak up or seek attention for their hard work. Public acknowledgment of their efforts can significantly boost morale and confidence. 2. Amplify Women’s Voices: Actively listen to women in meetings and discussions. If you notice a woman being interrupted or her ideas being overlooked or appropriated by others, speak up. Highlight the contribution and ensure it is acknowledged as hers. 3. Fair Pay Practices: Examine your organization’s pay practices to ensure they are equitable. Don’t base pay solely on negotiation skills, as this can perpetuate gender pay gaps. Strive to pay women what they deserve based on their role, experience, and performance, not just what they ask for. 4. Mentorship: Consider mentoring a woman in your field or a young girl. Sharing your knowledge, offering advice, and providing support can be incredibly valuable for career development and personal growth. Mentorship can be a powerful tool for breaking down barriers and fostering a more inclusive work environment. #bebig 5. Support and Sponsorship: Beyond mentoring, actively sponsor women by advocating for their advancement and opportunities. Sponsorship involves using your influence to help them take on leadership roles or high-visibility projects. 6. Educate and Advocate: Educate yourself and others about gender bias and inequality. Use your voice and platform to advocate for policies and practices that promote gender equality in your workplace and community. 7. Support Women-Owned Businesses: Whenever possible, support businesses owned and operated by women. This can help promote economic empowerment and create more opportunities for women entrepreneurs. 8. Participate in Community Initiatives: Engage with and support organizations and initiatives that work towards gender equality and women’s empowerment. Whether through volunteering, fundraising, or advocacy, your involvement can make a difference. By taking these actions, you contribute to creating a more equitable and inclusive world. Let’s make International Women’s Day about meaningful change, not just hashtags.

𝗢𝗡 𝗕𝗘𝗜𝗡𝗚 𝗛𝗘𝗔𝗥𝗗 I was once in a meeting where I relayed an idea. I was a VP. There was another male VP in the meeting. And our boss. The meeting went on as if I didn't say anything. Then, the male VP relayed the same idea. And the boss said, "Great idea!" The oversight wasn't necessarily intended. It manifested an unconscious bias that often goes unnoticed in our daily interactions. Recognizing this is the first step toward making meaningful changes. When a woman states an idea, it may be overlooked, but everyone notices when a man repeats it. This is called the “stolen idea.” When a male coworker runs away with a woman’s idea, remind everyone it originated with her by saying something like, “Great idea! I loved it when Katie originally brought it up, and I’m glad you reiterated it.” If someone takes your idea, you can speak up for yourself by saying, “Thanks for picking up on that idea. Here’s my thought. . .” (then add something new). Ways that we can make sure women’s ideas are heard: 1. Invite other women to speak 2. Distribute speaking time equally 3. Ask to hear from women who are being interrupted and spoken over 4. Amplify other women’s ideas by repeating them and giving credit 5. Praise and showcase other women’s work 6. Create systems to distribute “office housework,” such as note-taking, in meetings 7. Share public speaking opportunities with women who have less power or privilege 8. Share pronouns In reflecting on this experience, I'm reminded of the importance of RAW leadership: Being 𝗥𝗘𝗔𝗟 in acknowledging our biases and striving for equity, Being 𝗔𝗖𝗧𝗜𝗩𝗘 in amplifying and crediting ideas regardless of their source, and recognizing the 𝗪𝗢𝗥𝗧𝗛𝗬 impact of ensuring every voice is heard and valued. By adopting these practices, we can dismantle unconscious biases and create a more inclusive environment where everyone feels seen and heard. How do you ensure all voices are heard in your spaces?

We rank 129th out of 146 countries on gender pay gap. While equal pay ensures that men and women earn the same for identical tasks, the wage gap captures the broader disparities in earnings across sectors, roles, and lifetimes. So a physician is likely to earn more than a interior decorator, all other things being equal - if you have 20 years of experience you will earn more than someone with half of that… on average... Here are some contributing factors and solutions we can all champion: 1️⃣ Occupational Choices: A quick Google search for "best careers for women in India" surfaces predictable and lower-paying options like teaching, nursing and social media management. Compare that to men’s results—data science, investment banking, engineers, architects, and pilots. These results appear beacuse these careers are getting searched and I worry as women we often "satisfice," balancing societal and familial expectations, while men "optimize" for the highest-paying roles on day 1. It’s time for authentic conversations about these choices. Let’s guide young women to evaluate career paths based on averages, not outliers, and encourage them to aim higher. 2️⃣ Subject Selection in School: Math is often dropped too soon. Many girls give it up because they "don’t like it," but this limits access to high-paying fields like architecture and product design. Schools and parents must help students understand how early subject choices shape long-term opportunities - and that grades will only matter so much. 3️⃣ Continuous Employment: Caregiving responsibilities often push women out of the workforce. Staying employed—whether through flexible roles or reduced hours—builds future earning potential. Women, let’s have honest conversations with our managers about what we need to stay in the game. 4️⃣ Workplace Biases: Even when salaries start equally, biases creep in, slowing women’s growth over time. Transparency in pay and promotions is crucial, but so is equipping women with negotiation skills to fight for what they deserve. Role play with colleagues before your annual appraisal chats, read 'how to be effective' at these, find your path but find it. Some argue that women’s "choices" are their agency and many choose the lower paying tracks to lead fulfilling lives. But if those choices perpetuate disparities, they’re shaped by structural inequities, not freedom. The truth is simple: money is power. If we continue earning less, we’ll keep holding less power—socially and economically. We owe it to ourselves and the next generation to change this narrative. What are your thoughts? How can we address the gender wage gap in your industry? Let’s start a conversation. 💬 #futureofwork #genderequality #equalpay #wagegap

Let’s get practical! What can we do to make our workplaces fairer and where people are actually hired and promoted because of their competencies, skills and value that they add? In my co-authored book, ‘Leading through Bias’, we focus on what we can do to block bias in each of the following stages of the employee life cycle: - Attracting - Recruitment & Selection - Onboarding - Retention and development - Separation Based on best practices, here are some steps you can take to ensure that you are blocking bias across some of the key stages of the employee life cycle: In the attracting stage: 🎯Check competencies in job description for similarity to yourself/ your favourite colleagues. 🎯Neutralise the language used in job advertisements. 🎯Ask applicants to not include their picture and personal data in their CV. 🎯Advertise positions externally and widely, and search for talent in new places.   In the recruitment and selection stage: 🎯Mask CVs to remove personal data and picture from the first screening. 🎯Use a diverse and trained hiring committee. 🎯Use structured interview guides.            🎯Rate the candidates.                    🎯Use bias-buddies to test your decision.                       In the retention and development stage:            🎯Check for bias in pay. 🎯Ensure that policies and practices are inclusive.            🎯Use standardised measures when evaluating performance. 🎯Offer continuous training and learning opportunities to all, not just a select few. 🎯Make social activities inclusive. ❓Which of these can you ✅ off as being done in your company? To hold leaders accountable, we provide a list of metrics in the book that can be used to assess their progress in blocking bias to nurture inclusion at each stage of the employee life cycle. The employee life cycle is just one area (albeit an important one) of organisational life that is fraught with bias. If you are looking to expand your efforts, consider reviewing your design processes for product and service development, and your marketing campaigns. There are plenty of opportunities there to block the influence of bias! #WednesdayWisdom

Hear me out. I’ve witnessed dismissive comments and gendered biases undermining women leaders. Unfortunately, rigid gender roles continue to limit women’s opportunities to lead without facing criticism. Even in the most inclusive workplaces. Women leaders continue to be second-guessed, judged more harshly, and held to unfair standards. This doesn’t just harm individual careers—it weakens the entire organization’s ability to innovate, adapt, and grow. Here’s how senior executives can reshape workplace culture to ensure that every leader, regardless of gender, is valued and empowered: 1. Challenge sexist language and behaviors to ensure respect and inclusion at every level of the organization. 2. Implement leadership training programs that focus on eliminating unconscious bias and promoting equality. 3. Foster open conversations about workplace culture to ensure all employees feel heard and supported. 4. Revise organizational policies to promote diversity, equity, and inclusion, ensuring gender is never a barrier to leadership. 5. Support women in leadership roles, giving them the same opportunities and respect as their male counterparts. Let’s create an environment where leaders are judged by their abilities, not outdated gender norms.