This article is the second in our series following the discussions that took place at GRG Executive Search’s Annual Executive Women In Business Event. The first, which focuses on mentoring and sponsorship, can be read here. The event was led by our Director Helen Schwarz, who was joined by three key speakers, Diversity and Inclusion Advisor Sheryl Miller, Patrick Parsons Chief Executive Gail Bamforth, and CFO & Executive Director of Collins Aerospace Claire Bailey.
The benefits of diversity, equality and inclusion within the workplace are no longer up for debate. From huge gains in innovation and business performance, to increased employee engagement and retention, years of research paints a compelling picture. It’s also simply the right thing to do. Nevertheless, confusion abounds as to how such practices should be successfully embedded within a company’s culture, leading many to implement an arbitrary ‘tick-box’ approach that is ultimately doomed to fail. ED&I is a vast and complex topic, but in a bid to open up the conversation further, in this article we’ll be taking a close look at one aspect: the struggles organisations may have in tackling unconscious bias, and the journey towards achieving conscious competence.
What is unconscious bias?
Unconscious biases are social stereotypes that impact our judgement of certain groups of people, usually in a negative manner. Such preconceptions and attitudes are formed from our inherent human cognition, upbringing, experiences, and environment. Making quick assumptions is a natural human instinct, which means that even when we intend to be completely fair, we often have a hard time remaining impartial. This can lead us to make untrue assumptions about others, often leading to prejudice and injustice.
The challenge of tackling unconscious bias
Starbucks has done it. Google has done it. The Labour Party has done it. We’re talking, of course, about unconscious bias training. As demands for reform have grown louder, many organisations have adopted these programmes in a bid to root out entrenched inequality. Although well intentioned, the issue with such programmes is that government research suggests that, by themselves, they simply don’t work. As Sheryl notes, “If they’re not careful, unconscious bias training becomes just another bureaucratic exercise for companies to sleepwalk their way through, before returning to business as usual.”
While such training certainly raises awareness amongst those that take it seriously, it does less to effect real behavioural change. After all, a thirty-minute training session can do little to dissolve a lifetime of structural inequalities and deeply ingrained beliefs. Rather, such efforts need to form part of a holistic process that becomes embedded into an organisation’s cultural fabric. As Sheryl puts it, “Tear up the old unconscious bias training manuals and start building a culture of inclusion by creating a safe space for brave conversations. Where the various expressions for pain, anger and frustration can be contained and acknowledged; where empathy, patience and understanding can be exercised; where education humanised by real experiences can be shared.”
Although organisations might feel an urgency to act, moving from a culture rife with unconscious bias to one which welcomes and celebrates inclusion can’t happen overnight. The Four Stages of Learning Model, a theory that was developed in the 1970s to describe the stages through which people acquire new skills, is also helpful in understanding the processes organisations go through in their bid to become more culturally competent. Drawing on her many years as an ED&I thought leader and author of the book ‘Smashing Stereotypes: How To Get Ahead When You’re The Only _______ In The Room’, Sheryl explains these stages in more detail:
“Unconscious incompetence is the point at which organisations simply don’t realise they have an issue in terms of ED&I. Typically, leadership looks the same – one homogenous group. They tend to recruit people on the basis of ‘culture fit’, without an understanding of what this means in practice. This results in recruiting people who all think and act the same.”
“Conscious incompetence is that point at which an organisation realises things need to change, but they focus on box-ticking. Although they might begin recruiting more ‘diverse’ hires, those individuals will still feel they need to fit into a certain pre-determined cultural mould to get ahead.”
“Conscious competence, or conscious inclusion, is when organisations strategically execute a practical approach to ED&I, making a concerted effort to become aware of factors which might be driving bias, such as in-group favouritism. They look for ways that people can be their authentic selves at work, and embed these principles into their culture.”
“Unconscious competence is the point at which these behaviours become second nature. No tick-box or charters are necessary, because this is simply the way the organisation operates. People are recruited for culture add, not culture fit, and team members are encouraged to be their authentic selves. This should be the goal all organisations are working towards.”
Achieving unconscious competence is, of course, easier said than done. Naturally, any structural or organisational change needs to come from the top down, so it’s vital that leaders walk the walk, not just talk the talk. With this in mind, let’s take a look at some steps leaders can take to promote unconscious competence within their own organisations.
Practice self-awareness
Sometimes, our biggest blind spot can be ignoring biases in ourselves whilst noticing them in others. However, numerous studies indicate that being more informed about our feelings or beliefs can allow us to make more just, informed decisions. It’s important to note that unconscious biases can sometimes come from a well-intentioned place, yet still result in unfair practices. For instance, female leaders who’ve struggled in male-dominated industries might feel a natural inclination to recruit other women.
Listen and observe
It’s critical that leaders gain a comprehensive understanding of what’s going on around them in order to create a workplace in which everyone feels safe and included. Even seemingly inconsequential things such as the type of art on the wall can have a huge impact in helping employees of all backgrounds feel welcomed and valued. Furthermore, pay attention to the situations and interactions happening around you. Are male employees taking their paternity leave? Does it tend to be the same people leading discussions in meetings? Taking stock of all this information is vital.
Think practically
From introducing ways to make the recruitment process easier for people with disabilities to helping employees to become authentic allies, there are many practical steps leaders can take to achieve unconscious competence within their organisation. For instance, at GRG Executive Search, one of the many steps we take to reduce bias in the recruitment journey is utilising blind shortlists, as well as ensuring we use neutral language in job descriptions.
Speak out
In the era of ‘cancel culture’, fear of saying the wrong thing about topics surrounding diversity and inclusion can compel organisational leaders to remain silent. As Sheryl observes, “Fear is a powerful motivator for action and inaction. In the same way that we might balk at the thought of talking about grief and therefore suffer in silence, we get extremely uncomfortable when talking about personal characteristics such as race.” However, it’s important to note that silence is just as damaging as injustice, as this simply places the burden of speaking out on marginalised employees themselves. If you aren’t sure where to start, begin by educating yourself – there’s a wealth of information available online. After that, hold focus groups within your organisation in which team members of marginalised backgrounds are asked to speak freely. Listen to what’s most important to them, and follow their lead.
At GRG Executive Search, we’re taking the lead for an equal future, and are committed to promoting equal opportunities and inclusion. To explore how we can support your executive search requirements, please get in touch with a member of our executive team for a confidential discussion, or email info@grgexecsearch.com .