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Sangita Kasturi, CEO, Action Inclusion
www.ActionInclusion.orgAction Inclusion
Leadership Diversity Change
@SangitaInSight
Leadership. Diversity. Change.• visit: www.ActionInclusion.org• email: [email protected]
• Call: (847)567-1549• Connect on
Forbes Article on How Leaders Can Conquer BiasWorking Mother Article on Gender At Work &HomeSangita Kasturi TED Talk on Gender and Culture
@SangitaInSight
Articles and Talks by Action Inclusion
Contact Action Inclusion today to move the needle on:
•Workplace Diversity Strategies•Leadership Training•Unconscious Bias•Gender Equality•Global Mindset•Cross-Cultural Intelligence and simulations•Change Management•Team Dynamics via MBTI (Myers-Briggs), DiSC and more
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Click in box then 1 second for video to launch. If video does not play, launch from YouTube at: https://youtu.be/B8gz-jxjCmg
Video: Boss or Bossy?
“Bossy” Debrief
• Both women and men impacted by our culture. They both assess the contributions of women and men differently
• Women and men are uncomfortable when someone violates gender expectations
• Unconscious biases impacts female leadership “shrinkage” at the top, wages earned, and even men who choose to stay home to raise children
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Recruiting
• Outreach that attracts female talent
• Recruiters who don’t inadvertently screen out talent
• Hiring managers with the right tools
Retention• Policies
• Environment
• Active support
Promotion
• Inattentional blindness
• Recognition of broad-based talent
• Ability to accept female leadership
Gender Trifecta
• Return on Equity: On average, companies with the highest percentages of women board directors outperformed those with the least by 53 percent.
• Return on Sales: On average, companies with the highest percentages of women board directors outperformed those with the least by 42 percent.
• Return on Invested Capital: On average, companies with the highest percentages of women board directors outperformed those with the least by 66 percent.
The
Fact
s
Source: Catalyst Research
•Going from having no women in corporate leadership to a 30% female share is associated with a one-percentage-point increase in net margin — which translates to a 15% increase in profitability for a typical firm*.
•Trickle down effect - Leadership diversity is greater in firms with more women on boards and in the C-suite.
•Having women on a board was statistically correlated with having more women in the C-suite
•Women-friendly firms extend inclusion to both genders, offering paternity leave and flex time to both parents
The
Fact
s
Critical Mass3
Harvard Business Review, based on Peterson Institute for International Economics working
paper survey of nearly 22,000 global firms.
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Cat
alys
t D
iver
sity
Mat
ters
Strategic Imperative
Linked to Business
Goals
Measured &
Reported
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Female Teachers/Female Leaders
Of non-profit CEOs are male although staff is mostly female
Gender wage gap
Women outnumber men in graduating college
Females on corporate boards
CEOs of Fortune 500s
Benchmark Data
Is he qualified to babysit your kids?
Does she have medical qualifications?
Will he succeed in the hi-po program?
Does she really need more money?
John v. Jennifer – Stanford University
• Two identical resume’s – one says “Jennifer,” the other “John”
• The name made a difference
• Resume’ with male name (all other information identical) was evaluated as more qualified and offered the job most of the time
• Those who were willing to hire Jennifer wanted to offer about $4000 less in salary
• Reviewers were not aware of their bias
Heidi v. Howard – Columbia University
A Columbia University professor took a case study Heidi had written and copied it verbatim, altering only one detail: he changed Heidi’s name to Howard.He gave both the Heidi and Howard case studies to business school students and polled them to get their impressions of the two individuals.
Were the man and woman perceived differently because of their genders? Yes.
• Heidi significantly “less competent” than Howard. • Howard is viewed as a go-getter and industry leader.• Heidi is viewed as unlikable.• Howard is viewed as having exceptional social skills.
Meritocracies only work when people are evaluated on merit
Often, when it comes to women, it is not a question of their capability, it is our inability to see it.
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Inattentional Blindness
Unconscious Bias
• We all have biases, some we harbor without even
realizing it
• Biases are preferences – some prefer that their
babysitter is a girl because they may believe that
boys will not be as capable
• We cannot control the impact of our unconscious
biases until we become aware of them
• Even C-level women feel the impact of bias
• No gender difference in ambition, confidence and the
willingness to do what it takes
• Women lag men in starting salary and rate of advancement
(not because they didn’t ask)
• Women were less likely to get high visibility/high risk
assignments that lead to promotion this feeds the later
argument that the women were just not ready
• Men are promoted on potential, women on proven track
record
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Catalyst followed high achieving women and men from the top
business schools and found:Th
e Fa
cts
Source: http://sfmagazine.com/post-entry/may-2016-women-in-accounting-making-progress/
NOT ME!
I am a rational human being. I base my decisions on facts.
I am fair and just.
How likely are you to judge a woman’s behavior as aggressive when that same behavior is acceptable from a man?
Would you discard resumes based on the name?
When is the last time you thought a woman would not want that job?
Unconscious Bias
Confirmation BiasInterpreting data to
support one’s beliefs
Affinity Bias You are like me
Organizational
IndividualSocialConscious and unconscious
bias, personal beliefsGender roles and assumptions, media messages, cultural norms
Talent recognition and promotion, workplace policies
Impact of Bias
1. What are some reasons Aisha is in this predicament?
2. Do you think unconscious bias may be a contributing factor?
Aisha has just come on board with your company as an individual contributor in manufacturing process design. Her track record of innovative thinking, the ability to take risks and drive for results were among the key reasons she was hired.
Now on week 7 in her tenure, Aisha is running into problems. She just seems to rub people the wrong way. It’s not that easy to put your finger on it, but something is off.
As her manager, you are looking forward to an informal “review” that will take place at the 8 week mark. Initial requests for feedback how that people seem to think Aisha is a bit abrasive and something about her direct approach makes people uncomfortable.
The Case of Aisha
@SangitaInSight
Action InclusionLeadership Diversity Change
The Research*Women receive significantly more critical feedback related to their demeanor
Research by Kieran Snyder, published in Fortune magazine, August 2014
248 performance evaluations were from 180 reviewers were analyzed.
Men received critical feedback 58.9% of the time regardless of manager’s gender.
Women received critical feedback 87.9% of the time regardless of manager’s gender.
Women’s reviews are more likely to include critical feedback and to include the words
“aggressive” and “strident” and are told to “pipe down”
Men are given constructive suggestions.
The Research*
Research by Kieran Snyder, published in Fortune magazine, August 2014
248 performance evaluations were 180 reviewers showed more critical feedback for women based on their demeanor, while men’s reviews focused on performance/results.
Bossy, abrasive, strident, and aggressive describe women when they lead; emotional and irrational describe their behaviors when they object. We experience women differently, often as too pushy or bossy, if they don’t meet our expectations about how they are “supposed” to behave.
Critical feedback 87.9% of the time Critical feedback
58.9% of the time
The Case of Jamal
1. What are some reasons Jamal might be
having trouble? Why do you think so?
2. What advice do you have for Jamal?
3. Do you think unconscious bias may play
some part here? How?
Jamal is smart, hardworking and eager to find a job that is both challenging and rewarding. With his Big 10 education,
on-campus leadership experience and recommendations from professors, he felt confident.
However, it is has been over 7 months and Jamal has gotten about 3 call backs.
Even though he understands that the “finding a job is a job in itself,” he is beginning to feel disheartened.
@SangitaInSight
Action InclusionLeadership Diversity Change
The Research*
• Approximately 5,000 resumes were sent for positions in sales,
administrative support, clerical services, and customer service.
• Each resume was randomly assigned either a white-sounding
name (Emily Walsh, Brendan Baker) or an African-American-
sounding name (Lakisha Washington, Jamal Jones).
*Based on an experiment from Chicago’s Booth School of Management
Findings
When white applicants improved their resumes’, they even more callbacks - 30% more. When African American applicants
improved their resumes’ in the same way, they received 9% more callbacks .
Applicants with “white sounding names” got 50%
more likely to get call backs
Applicants with “African American sounding” names received 50% fewer callbacks
We expect a different level of “warmth” from women than we do from men. Our
social codes say that women are nurturers
before they are leaders.
Historical narratives may prevent us from associating
certain groups with professional success
So, what’s going on?
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Women Say Standards Are Higher For Them
@SangitaInSight
Lack of Active Recruiting or Effective Leveraging of Networking Groups
Lack of Flexibility. Pay Gap.
Cultural Preferences Are Gendered – We harbor bias against men who choose to stay home with children, thus keeping the burden on childcare on women
Discussion Pipeline: Where do you look? What partnerships do you have?
• How can you expand the pipeline of women applicants?
Outreach: Marketing, job descriptions, company brand
• How can you better position the company as a place where women can thrive?
• How are women positioned in ad campaigns, internal and external websites, job postings?
Hiring: Recruiter and manager awareness/practices
• What can you do to mitigate unconscious biases in selection?
Organizational Support: Flex time, parental leave, mother’s rooms, pregnancy parking
• Do women have work-based needs that are different from men? In what way? What can you do to accommodate those needs?
• Environment – signage, language
Growth: Talent discussions, female visibility, varied expectations
• Are supervisors and managers intentional about environmental factors that subtly and directly impact women’s performance, reviews and advancement?
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Action InclusionLeadership Diversity Change
Div
ers
ity
and
Incl
usi
on
St
rate
gy
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Recruiting
• Outreach that attracts female talent
• Recruiters who don’t inadvertently screen out talent
• Hiring managers with the right tools
Retention• Policies
• Environment
• Active support
Promotion• Inattentional blindness
• Recognition of broad-based talent
• Ability to accept female leadership
Gender TrifectaWhat can you do in each of these areas?
Action InclusionLeadership Diversity Change
• Do you have a diversity policy?
• What does it mean to “comply with the diversity policy?”
• What does inclusion look like in your organization? What does exclusion look like?
• How will managers know when they are being inclusive – and when they’re not?
• What 30, 60, 90 day goals would you like to set?
Compliment Power
• That was great leadership.
• I admire your ability to analyze.
• You are a great problem solver.
• Your are so courageous.
• It takes strength to do what you just did.
• Can you help me be more strategic?
Build Power• Thanks, John. Lisa suggested that
when we started. I’m glad you are on the same page.
• ____ has a great idea. Let’s listen to what she has to say.
• What’s your opinion?• Gina is very ambitious. How can we
support her goals?
@SangitaInSight
Reinforce Power in Women
• Raise awareness of implicit bias for all managers including plant mangers
• Define (list out) Inclusive Behaviors – visibly post throughout the organizations
• Women in Manufacturing Affinity Group
• Remove names from incoming resumes
• Stop asking for salary history
• One-Minute Manager (tips for inclusion)
• Consistent metrics that look the same and measure the same things
• Internal diversity brand campaign #WhatALeaderLooksLike
• Clear value proposition for BlueScope – Why it’s a great place for women
• Images and language in internal and external communications reflect diversity
• Examine the input AND output of HiPo programs, if you have them
• Offer and support paternity or parental leave
• Working Mother – 100 Best Places to Work List
Take Action
Female Male
Target
Change/Goal Entry#interviewed
%Hired (interview to hire conversion)
Salary at entry
Grade at entry
Advancement
Time to first promotion
%increase
High Potential #applied
%accepted
#promoted after completion
Average step up (grade/salary)
%RepresentationStaff- Salaried
Staff - hourly
Staff - temp/contract
Title Manager
Title Director
Title VP
C-suite
Gender CliffTrend/graph of women at each level
• Forbes: How Leaders Conquer Gender Bias: https://www.forbes.com/sites/christopherskroupa/2017/01/17/how-leaders-conquer-gender-bias/#1ad16604287e
• Women in Manufacturing Study: https://www2.deloitte.com/content/dam/Deloitte/us/Documents/manufacturing/us-mfg-women-in-manufacturing-2015-study.pdf
• The Coming Rise of Women in Manufacturing: https://www.forbes.com/sites/forbeswomanfiles/2013/09/20/the-rise-of-women-in-manufacturing/#4c74c281d983
• Women in Manufacturing Video: https://www.youtube.com/watch?v=tcB52pDa8Jc
• APICS Video: https://www.youtube.com/watch?v=wkrsKxMsP2Q
• Step Ahead Video: https://www.youtube.com/watch?v=jN_35uExbgU
• Gender Bias in the C-Suite http://www.swosu.edu/academics/aij/2012/v2i1/miller-sisk.pdf
• Firms with More Women in the C-Suite are More Profitable: https://hbr.org/2016/02/study-firms-with-more-women-in-the-c-suite-are-more-profitable
• Fortune – Female performance evaluations, women perceived as more abrasive than men http://fortune.com/2014/08/26/performance-review-gender-bias/
• Catalyst – Ambition Gap Myth http://www.catalyst.org/zing/ambition-gap-myth
• Can We Have Gender Equality at Work without having it at Home? http://www.workingmother.com/can-we-have-gender-equality-at-work-without-having-it-at-home
• Heidi v. Howard http://www.huffingtonpost.com/2013/04/23/sheryl-sandberg-lean-in-competent-nice_n_3134913.html
• Jennifer v. John http://gender.stanford.edu/news/2014/why-does-john-get-stem-job-rather-Jennifer
• Implicit Association Test https://implicit.harvard.edu/implicit/takeatest.html
• Unfinished Business, Anne-Marie Slaughter
Ref
eren
ces
& R
eco
mm
end
ed R
ead
ing
Leadership. Diversity. Change.• visit: www.ActionInclusion.org• email: [email protected]
• Call: (847)567-1549• Connect on
Forbes Article on How Leaders Can Conquer BiasWorking Mother Article on Gender At Work &HomeSangita Kasturi TED Talk on Gender and Culture
@SangitaInSight
Articles and Talks by Action Inclusion
Contact Action Inclusion today to move the needle on:
•Workplace Diversity Strategies•Leadership Training•Unconscious Bias•Gender Equality•Global Mindset•Cross-Cultural Intelligence and simulations•Change Management•Team Dynamics via MBTI (Myers-Briggs), DiSC and more
