Lead at Any Level

Navigation Categories

Our Brains Are Biased: Understanding Unconscious Bias

· · 11 Comments

Author’s note: This article is adapted from my book, Network Beyond Bias.

You may not know it, but unconscious bias affects you before your brain even knows what’s happening! Don’t believe me?  Imagine you’re driving late at night down a fairly deserted highway.  You look up into your rearview mirror and see a police cruiser with its lights flashing.

police in rearview

What do you notice about yourself first?  Maybe your heart starts racing, you start to sweat, and feel nervous.  You’ve probably already taken your foot off the gas.

Then what happens?  You start wondering if you were speeding. Or whether you have a tail light out. Did you remember to renew your plates?  Or maybe you’re wondering if your race, gender, type of car, bumper stickers, or some other quality made you a target for a less-than-scrupulous police officer.

Do you know what’s happening here?  Your brain starts making up a story to explain how you’re feeling.  You felt nervous first and then you try to find a reason for that feeling.

What happens when the police officer passes you and speeds on down the highway? Your mind says “WHEW!” but your heart takes a few moments to stop pounding, right?

This is a situation most of us can relate to on some level. It plays out in many aspects of our lives, in bigger and smaller ways, often without our even realizing it.

Want to learn more? Register for a Lead at Any Level webinar to learn how to overcome bias to build a diverse professional network!

biased brain

Unconscious Bias is Universal

My brain is biased, and so is yours. It’s nothing to be ashamed of. Bias means preference. We are hard-wired for bias. Bias kept us safe when we were hunter-gatherer nomads who had to decide if each new thing we saw was something we could eat, or something that would eat us.  Knowing who was in your tribe and who wasn’t was literally a split-second, life-or-death decision. Yet, despite all our cultural and physical adaptations, this biology is still with us.  In fact, new studies show that babies start to demonstrate racial bias as early as fifteen, nine, or even six months.  We can only make good decisions if we understand that this bias exists and recognize it when it’s

As we develop physically, emotionally, and socially, we learn to shape our various characteristics into a sense of self, or social identity.  This social identity is based on our experience in the world relative to other people: how strong we are, how we look, where we live, how we speak, how we dress or eat or worship or spend our free time. We form our sense of self based on those who are similar to us and those who are different. In part, we are basing our own identity on our perceptions of others.

bias cycle

As we firm up and fine-tune our sense of self, we also learn to make judgments – and I’m using that word on purpose – about others. Even as we define ourselves relative to others, we evaluate others from the perspective of our own identity.

But wait, there’s more! We choose our experiences in ways that reinforce our identities and our perceptions of others. It becomes a vicious cycle. The less you vary your experiences, the more resolute you are likely to be in your perceptions of others, and the more vested in your own identity.

Unconscious Bias Can Be Measured

The good news is that you can invest five minutes right now to test yourself for bias. Come back when you’re finished. It’s okay, I’ll wait.

(No, really, go take the test.)

Now that you understand what unconscious bias is, you may be thinking, “This feels icky. Make it stop!” Check out Overcoming Unconscious Bias to learn how!

More Reading on This Topic:

Is Your Manager a Member of an Employee Resource Group?

· · Leave a Comment

In my company’s home office recently, I noticed a number of executive offices with signs of support for various Employee Resource Groups (ERGs). Seeing this support from managers in my own department and among my business partners was powerful.

  • It says, “I see you” to employees who worry they may be invisible.
  • It says, “I value you” to employees who may have been made to feel “less than” in other companies.
  • It says, “You are welcome here.”

As managers, we must always be willing to say, “I see you. I value you. You are welcome here” to every person who joins our team.

Does your manager visibly support an ERG with which you identify? What does that support mean to you?

Constructive Feedback in Four Simple Steps

· · 7 Comments

Many people view giving constructive feedback as an odious task. Those who revel in it … well, who wants to work with those people? There is a happy middle: the caring and genuine coach who really wants to see others put their best foot forward. So, you know, be that guy by learning and practicing the skills outlined in this article.

Author’s note: For the purposes of this article, I will use the terms constructive feedback and redirection interchangeably to mean “feedback intended to discourage an observed behavior.” If you want to learn about giving positive feedback, I’ve got you covered.

Why is giving constructive feedback important?

Most of us are doing the best we know how to do. Yet we only know what we know, and we only know it from our own perspective. Often, we don’t do something a better way simply because we don’t know a better way exists. This is why I like the term “redirection.”

Other times, we may not realize the negative impact our behaviors or words are having on others. Personally, I don’t like repeating mistakes or being less than effective; most people will say the same thing.

Finally, if you are in a management role, your success is dependent upon the success of your team members. You owe it to them, and to yourself, to be that caring and genuine coach so you can all step up your game.

When should I give someone constructive feedback?

Always provide feedback in a private setting. Ask permission before giving someone feedback, unless the person has specifically asked for feedback or you have already established a trusting relationship. If you are a supervisor or mentor, you have a responsibility to provide objective, constructive feedback. I would also argue that you have a responsibility to give feedback to your coach, mentor, and manager!

In any case, you earn the right to give constructive feedback by having provided affirmation (see instructions here) to the individual in the past, usually at a 2:1 ratio or higher.

Alright, fine. I’ll do it. How does this work?

I propose a four-step method, which I remember with the acronym BITE:

  1. Behavior:
    Begin by specifically stating the person’s words, actions, or behavior that was detrimental or ineffective.

    “I noticed you were struggling to stay awake during parts of the presentation today.”

  2. Impact:
    Next, describe the impact that choice had (or that it failed to have a positive impact). Bonus points if you can give the person the benefit of the doubt.

    “It created the impression that you aren’t interested in the training.”

  3. Tomorrow:
    Provide a better alternative for “tomorrow.” Remember, this person probably did the best they knew how to do.

    “Next time you notice yourself getting sleepy or zoning out after sitting for too long, please get up quietly and stand in the back of the room. You’ll not only appear more engaged, you’ll be better able to pay attention to the speaker.”

  4. Encourage (or Enforce)
    When appropriate, reinforce (because you’ve hopefully already established) that you want to see this person succeed and that you have confidence in their ability to do so.

    “We have a long week of training ahead of us, and I’m excited to see how you will apply these new techniques to your design initiative.”

If the behavior is completely inappropriate and unjustifiable or if it recurs despite multiple discussions, it may be time to work with your Human Resources department to determine disciplinary action. That step is beyond the scope of this article, so I’m going to assume that your colleague is having an uncharacteristically rough day… Let’s move on.

Common Pitfalls

While immediate feedback is typically best, there are some exceptions:

  • If you or the other party are upset, or if you can’t articulate all four components of the BITE model described above, wait until everyone is calm and you have collected your thoughts.
  • Before you give constructive feedback or redirection, be willing to explore your motives – honestly and objectively. If your aim is anything more or less than a genuine desire to see someone else succeed – if you have any selfish interests at all – you may need to walk away from the situation entirely.

Practice This Skill

For one week, write down BITE-style redirection as you notice areas where you might be able to help someone else be more effective or efficient.

At the end of the week, ask for permission to provide some of the feedback directly. You can say something like, “I’m trying to improve my leadership skills. Could I practice by giving you some feedback on your presentation last week?” (You don’t have to speak in italics, though.)

Giving redirection can be scary, but I promise that it gets easier each time you do it. If you’re not ready to try it, practice giving positive feedback for a few weeks first!

Positive Feedback: 4 Simple Steps to Meaningful Reinforcement

· · 8 Comments

Have you ever been told “good job!” after you’ve finished a task or assignment? I hope you have. I’m sure you have. You probably felt good about the comment for the moment, but did you really know what you did well? Giving positive feedback or affirmation to others in the workplace (and in our personal lives) is important, but not many of us do it well.

Author’s Note: For the purposes of this article, I will use the terms positive feedback and affirmation interchangeably to mean “feedback intended to encourage an observed behavior.”

Why is it important to affirm effective behavior?

Most of us have a very vocal internal critic. We see ourselves through the lens of our own insecurities. It’s often said that we “compare our insides to everyone else’s outsides.” Getting feedback about what we’ve done well helps us gain a more balanced view of our skills, behaviors, and performance. Most important, though, is that when we know we’ve had a positive impact, and we know what we’ve done to get that result, we can choose to continue the behavior.

When should I give someone positive feedback?

Always provide feedback in private first. If you want to give public recognition of someone’s effort or impact, ask them first if they are comfortable with your doing so. In a work environment, I also recommend following up with the individual’s manager when feedback is positive.

Alright, fine. I’ll do it. How does this work?

I use a four-step format for feedback. For positive feedback, the steps are Behavior / Impact / Tomorrow / Expand (BITE). This format allows you to give clear, specific, and actionable feedback to reinforce effective behaviors.

  1. Behavior:
    Begin by specifically identifying the person’s words, actions, or behavior that had a positive impact.

    “Your preparation for the meeting today was very thorough, particularly your research on brand awareness.”

  2. Impact:
    Next, describe the impact the person’s choice(s) had.

    “Your quick answers made a strong, positive impression with our client.”

  3. Tomorrow:
    Explicitly state that they should continue this behavior “tomorrow” or in the future.

    “Next time we meet with the client, I’d like for you to duplicate that level of research and analysis.”

  4. Expand:
    If you are the individual’s coach, mentor, or manager, I suggest giving them a stretch goal in this step of the process. Be careful, though, not to create more work for the person every time they do something well. That is called punishment, and most people learn to avoid it.

    “You should share your research process during the intern training program.”

Common Pitfalls

Vague praise is not particularly helpful or actionable; hyperbole tends to embarrass the person we seek to affirm. In fact, research, research, and more research suggests that praise of someone’s identity (“You are so smart!”), rather than of their effort or behavior can actually do more harm than good.

Practice This Skill

Practicing the BITE format with a live human will help you develop this essential leadership skill. Positive feedback is almost always well received — especially if you time it right (see above) — so use this opportunity to develop yourself and delight others!

Set a daily or weekly numeric target for providing positive, BITE-style feedback. Record your successes (and missteps) and observations along the way. Once you’ve mastered this skill, move on to giving constructive feedback. Think of it as “leveling up.”

 

Diversity Champions Are Everywhere … and We Need to Be!

· · 7 Comments

Author’s note: This article is adapted from my book, Network Beyond Bias.

If you look at my resume or my LinkedIn profile, you will deduce that I am an experienced management professional with a background in Information Technology and the Insurance industry. On the surface, I may not seem a natural “diversity champion.” One need not look too deeply, though, to understand why I am on this path.

My Diversity Story, Part 1 of Many

In high school, I frequently heard that my first-in-class math scores were impressive…for a girl. When I was a Computer Science major in college, total strangers told me I should go into Nursing or Education. Because those were good fields for women. When I worked as a programmer, my bosses praised my work; my peers told me I was very analytical…for a girl. I moved into analysis and design roles based on my exceptional ability to solve problems from an end user’s point of view. I frequently heard that I had great people skills…for a programmer. When I first became a manager, some of my former peers said I was too young to lead them effectively.

But when I moved into management, I vowed that I would never qualify my feedback or pigeonhole my team members based on their demographics, their work histories, or their untried skills. My approach has always been to help each of my team members identify their strengths and contribute in ways that excite them. Along the way, I have built teams that turned into “talent factories,” mentored new managers, improved business processes, and bolstered the bottom line. I am convinced that this success was driven by valuing the diversity of my team members’ strengths, interests, and backgrounds.

Diverse Talent Gets Discouraged

Corporate culture can stifle diversity in so many ways. There is a lack of role models and mentors. Promotions and rewards are often based on “cultural fit” over performance. Managers don’t know how to cross cultural boundaries to cultivate potential. Job postings list geography requirements that candidates could easily overcome with technology and occasional travel. People fear having authentic conversations in the workplace. The diversity that could exist in many companies never gets in the front door.

I have worked primarily in two industries: technology and insurance. Both industries are struggling to find and retain talent.  Both industries lack diversity in their executive ranks. I firmly believe the latter is the cause of the former. And I want to do everything I can to turn these tides.

My Journey as a Diversity Champion Is Taking Shape

For years, I spent every bit of my discretionary effort either getting better at my “day job” or finding ways to contribute to my employer’s diversity and inclusion efforts (my passion).

Now, I am finally turning my passion into my purpose. Through Lead at Any Level, I am inspiring others to meet their potential at work, to leverage diversity as a competitive advantage for their own careers, and to build inclusive cultures from the ground up.

At first glance, I may not be an obvious diversity champion.

And that’s exactly why I need to be.