Understanding Workplace Bias

Most men, when asked what privilege they actually have, cannot answer. A recent podcast conversation featured three sharp, thoughtful men, and the question genuinely stumped the room. This is worth taking seriously, because the answer isn’t moral. It’s structural. Consider three layers. Biological. The male body does not menstruate. It does not carry the roughly six cumulative years of cyclical pain the average female body carries across a reproductive lifetime. It does not undergo the postpartum hormonal event, which is the largest a human body can survive and remain standing. Male testosterone declines approximately 1% per year across decades. Female estrogen and progesterone can drop up to 85% in 48 hours, every cycle, for 40 years. Safety. Men commit approximately 90% of violent crime globally, including violence against women. The behavioural risk calibration women perform (drink checking, taxi plate texting, route selection, key positioning) is not paranoia. It is rational response to real base rates. Historical. UK women could not open bank accounts without male guarantors until 1975. Marital rape was legal in the UK until 1991. US federal medical research was not required to include women until 1993. These are living memory dates, not ancient history. Privilege, in this framing, isn’t a moral charge. It’s a lens you don’t need. There is an entire layer of reality men do not have to track, and understanding that is a leadership skill. Sources in comments. 🧬

💡 Coaching Insight of the Week: Curiosity is the cure for unchecked privilege. Coaching is deeply personal. It’s designed to unlock insight—not only into ourselves, but into the systems, cultures, and communities in which we live and lead. Yet for leaders who hold significant privilege—whether by race, gender, position, or background—developing real empathy for others’ lived experiences doesn’t come instantly. It takes time. And more importantly, it takes curiosity. In coaching conversations, this truth continues to surface. Despite the progress of #MeToo and the increased attention to workplace equity, too many leaders still say things like: “We’ve never had a complaint, so I don’t think harassment or discrimination happens here... We might have some unconscious bias but everyone has unconscious biases.” But absence of a complaint is not absence of harm. It’s often a sign of an unsafe culture - commonly lacking diversity and diverse representation in leadership, and one where people don’t feel believed, protected, or powerful enough to speak up. That’s where the power of group coaching comes in. When the space is intentionally safe and inclusive, and leaders commit to practicing curiosity and empathy, something remarkable happens: ✅ Self-orientation (critical to building trust) drops. ✅ Listening improves. ✅ Vulnerability becomes possible. And the psychological safety created empowers those with lived experience to feel safe enough to share. In those moments, we begin to shift the culture, and fix the system. And not just one leader at a time, but collectively. And with it comes a greater understanding of, for example, the need for protections like Respect@Work and #positiveduty legislation, for while the leaders in the room are unlikely to ever need those protections, they are most certainly the custodians of ensuring its safe for others to access them. Because privilege doesn’t disappear. But it can be named, acknowledged, challenged and used to foster safety and inclusion, but it requires leaders to choose curiosity over assumption. #Leadership #Privilege #Empathy #Coaching #RespectAtWork #InclusiveLeadership #SexDiscrimination #WorkplaceCulture #GracePapers #PsychologicalSafety #ICF #IECL

When you say, "This is not a problem in our organization," what you might actually be saying is: "I’m privileged enough to not consider it a problem." Allyship is a foundation of inclusive leadership because it allows leaders to look beyond their perspective and see the barriers in the organization they may not face personally but that are very real for other employees. And to remove them; barriers, that is 😉 That’s why there is no discussing allyship without discussing privilege and power. This week, I had the pleasure of addressing this topic with a group of managers I’ve been working with for the past ten months on developing their inclusive leadership skills. Yes: ✅ Being recognized for your ideas and contributions without others taking undue credit ✅ Not having your intelligence questioned because of your accent or the way you speak in meetings or presentations ✅Having access to the company's office building, transportation and facilities …are privileges, and we may not even notice that we have them. It doesn’t mean you haven’t worked hard to get where you are. It doesn’t mean you haven’t faced adversities in your life. It means that because of the structures and norms in our societies you carry more trust due to some parts of your identity. And that trust gives you power. Allyship is using that power to uplift others. In the workshop, we developed a list of many acts of allyship that leaders can practice every day. What would you put on that list? Please share in the comments 👇 If you think leaders and managers in your organization need support in inclusive leadership, contact me. I'd be happy to help in the fall 🍁 Meanwhile, enjoy my free eBook on inclusive leadership with many practical tips: https://lnkd.in/dDXhHe6H.

Often, it’s easy to “call out” people when we notice their microaggressions or biased behaviors. But it can be equally challenging to recognize and acknowledge our own unconscious biases. That said, becoming aware of your shortcomings can help you hone your leadership style, especially when you’re a new manager. The first step is to acknowledge that you have biases and educate yourself to do better. Ask yourself: Do I hold stereotypes or assumptions about a particular social group? As a manager, do I acknowledge and leverage differences on my team? Use your answers to help you unlearn your unconscious assumptions. When someone calls out your unconscious biases, try not to get defensive. Rather, assume positive intent and use their feedback as an opportunity to learn. Reach out to a diverse group of peers to understand how they perceive you, and seek continuous feedback. These peers can also become “accountability buddies” who help you stay on track when you decide to change your behaviors. Embrace diverse perspectives. If your close circle “looks” just like you, it’s time to build a more diverse network. Join an employee resource group or look to connect with colleagues whose backgrounds are different than your own.close. #diversity #equity #inclusion #belonging

Fixing Fairness is OUT TODAY! I thought for a while about how to celebrate — and then decided that the best way to mark the release of this new book would be to share perhaps the most practical tool within it. Leaders right now are frozen when it comes to workplace diversity, equity, and inclusion. Even amid the abundance of data showing that they have clear problems to solve, top talent in the form of skilled practitioners, communicators, and problem-solvers in their organizations, and an ocean of evidence-based tools and frameworks to move forward, they're scared to move. Their fear of retribution beyond the horizon outweighs their confidence using the tools already in their hands. Nearly a decade doing this work has taught me that you can't shame or lecture a scared leader into action. But it's plenty possible to turn their fear into resolve; I've seen it happen. It happens step by step, with a strong vision for change, crystal-clear expectations, solid experience putting tools to use, and supportive communities of practice. When you've got those things — and the organizations steadily making progress even in these times certainly do — backlash becomes just another obstacle to overcome. No tool can replace the hard work leaders have to do to create change. But when leaders know what to do, when to do it, who to do it with, why it's important, and how to navigate the challenges that might come up, that hard work might start to feel manageable. Nervous avoidance turns into tentative commitment turns into determined resolve. This is one of the tools I use to take leaders there. It's a distillation of the FAIR Framework (the backbone of this book) into a seven-step changemaking process applicable across any workplace to make change from small to large: 1. Understand: Identify the root causes of unfairness and exclusion, and their negative impacts on people. 2. Rally: Create and communicate a compelling story for why changing the status quo might create value for everyone. 3. Design: Craft a smart initiative tailored for your environment to interrupt exclusion or increase fairness. 4. Involve: Work with those most impacted by (or anxious about) change to create a sense of shared ownership over the effort. 5. Experiment: Pilot your new effort and measure closely to gauge your success, modifying the initiative as necessary. 6. Incentivize: Scale your successful pilot using praise, recognition, rewards, and accountability to keep up momentum. 7. Celebrate: Broadcast your changemaking story and how this strengthens your values and purpose. Throw a party! There's so much more to say about how to put this tool into practice. More for another post! But I'll end this one with a thank-you to my community of practitioners, leaders, and colleagues on LinkedIn and beyond, who continue to push this work forward every day. I hope Fixing Fairness finds its place in your toolbox.

Being an ally is a privilege just as much as a responsibility, but many have no idea where to start. Rosa Parks put it perfectly, “We will fail when we fail to try.” Throughout Black History Month, I have listened, learned and reflected on my role as an ally and leader. As allies, we must try and keep trying to bring about change. Even when we don’t know what the next step will require, we must stay focused and keep our voices turned up to advocate for those around us. If you don’t know where to start or how to engage, here are a few suggestions on how to show up as an ally: ✨ Listen & learn: You can only advocate effectively once you are educated and understand the history and ongoing challenges. Learning is an essential first step but also an ongoing commitment. ✨ Recognize your privilege: There are inequities deeply embedded throughout our society, but privilege can be harnessed for good once we acknowledge it exists.  ✨ Practice and improve: Allyship takes time, it takes commitment, and you may stumble around. I have made a few missteps in the pursuit of being an ally, but I stayed open to feedback, and it made me a better person and a better leader. ✨ Use your voice: Don’t be a sideline supporter or a bystander. Actively advocate for change by speaking up and speaking out. And if you see perspectives missing from a meeting or at a gathering,  make room and bring them to the table. ✨ Be a sponsor: The best way to lift up those around you is by advocating for their advancement and investing in them as a sponsor so that they can continue to get the exposure and experience they need to succeed. Shellye Archambeau said it best at our Verizon BOLD Black History Month event last week, “ You have more power than you know.” You have the power to effect change. But it requires trying – all the time, every time. We can’t pursue progress or deepen inclusion if we give up or slow down. We have to be unwavering in our commitment. You can make a difference. And together, we can build an even better tomorrow. But the work starts today. Thank you to our BOLD employee resource group for a truly outstanding Black History Month and happy 40th anniversary 🎉 🎉! You have my commitment as an ally and leader – we can and will go forward together. #blackhistorymonth #tomorrowisbuilttoday #allyship #inclusion #togetherwecan

Many proposed solutions to the gender pay gap focus on encouraging women to negotiate more. But significant progress is more likely when organizations tackle the issue directly — and not all efforts are equal. Two mistakes companies make: 1️⃣ Disclosing the gap without a plan. Researchers Shirley Simiao Lu and June Huang examined 150 FTSE companies and found that when companies disclosed the pay gap without an action plan, the gap actually grew. Transparency without forward-looking accountability can make things worse. 2️⃣ Touting meritocracy without the practices to deliver on the promise. As Emilio J Castilla and Stephen Benard found, meritocracy can be a paradox. When organizations assume they are acting meritocratically — without the practices that keep bias in check — people inadvertently feel free to act on their biases, contributing to gender and racial pay gaps. So what can you do? In an era when gender and race disclosures are under scrutiny, those committed to fairness can focus on foundations. Here are two ideas — with additional reading in the comments: ⭐ ✔️ Practice targeted universalism. An idea from the Othering & Belonging Institute at UC Berkeley, and championed by Lily Zheng: move beyond averages in employee surveys that can mask what's really happening. Look for disparities in how different groups experience the workplace — find the lowest scores and fix them. Addressing the most friction benefits those experiencing it most, and ultimately can help everyone thrive. Think of it as the canary in the coal mine: if something is wrong for the most vulnerable, it's a signal worth heeding for all. ⭐ ✔️ Use tools that actively block bias. At the Lab, we've found that criteria is the key — focusing on the right criteria, holding the bar steady, and monitoring to ensure it's applied consistently for everyone. Stanford VMware Women's Leadership Innovation Lab's See Bias / Block Bias toolkit was designed to help managers and organizations do exactly that. In the end, most of us want to be fairly rewarded for our work and to thrive in cultures where we belong. Sometimes the clearest path forward starts with honestly naming what isn't working — so we can make the concerted, intentional efforts that a truly inclusive workplace requires. #fairness #equalpay #blockbias #meritocracy (photo credit: iStock Olga Yastremska). Articles in comments.

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

When we think about women's safety at work, when was the last time we thought beyond physical security measures? We often limit the conversation to CCTV, security personnel, or late-night cabs. But safety extends far beyond these physical aspects. Emotional and psychological safety are just as crucial. Many women are silently forced to step back from pursuing their careers—not because they lack ambition or due to safety concerns, but because of the perceived threat of an unsafe work environment. This withdrawal isn't just a personal loss; it's a loss for the workforce and for our country's economic growth. But there's more to consider than just physical safety. Casual objectification, often disguised as "harmless" jokes or offhand comments about appearance, can erode a woman's confidence over time. These seemingly insignificant remarks send a clear message about how we value people. And it's not only men who contribute to this culture. Women can sometimes undermine each other too—through competition, exclusion, bad-mouthing, or silence. When women pull each other down, it reinforces the very barriers we should be breaking. So, what can organizations do differently? - Create a zero-tolerance policy for objectification: Strong policies against inappropriate comments must be backed by training and real consequences, ensuring that everyone understands that respect is non-negotiable.  - Empower employees to call out "harmless" behavior: Create safe channels where everyone can challenge casual sexism and disrespect without fear of retaliation. A silent workplace is a complicit one.  - Foster collaboration, not competition: Introduce mentoring and peer-support programs where women can lift each other up rather than feeling the need to compete in male-dominated environments.  - Hold leadership accountable: It's essential for leaders, both male and female, to set the tone and call out behavior in real-time. Culture change starts at the top.  - Change the culture, not just policies: A workplace free from bias is a place where women will feel empowered to rise into leadership roles, shaping the future of the organization. A company with gender balance at every level performs better, innovates more, and builds trust. Safety isn't just about protection—it's about creating a workplace where everyone can focus on their work, free from distractions, discomfort, or fear. When we address the full scope of safety—emotional, psychological, and professional—we create environments where people can truly thrive. In the end, it's not just about protecting women—it's about ensuring that the best ideas, the most innovative minds, and the fullest potential can come forward. A balanced, respectful workplace benefits us all. #WorkplaceSafety #GenderEquality #InclusiveCulture

"The UK just hit its lowest workplace gender equality ranking in a decade". Are we really still here? As someone who has spent the better part of my career driving gender equity, I read the latest PwC Women in Work Index report with a sinking heart—but, sadly, not with surprise. The UK has slipped to 18th out of 33 OECD countries. That’s our lowest ranking in over ten years. And while the government is busy touting “flexible work” and record female employment, the reality for women—especially those trying to build careers, lead teams, or return from parental leave—is far grimmer. Let me be blunt: this is a wake-up call. We’re crawling toward progress at a glacial pace. The gender pay gap remains stubbornly wide. Women’s full-time employment rates are dismal—ranking 27th out of 33. And the economic opportunity cost? Astronomical. We are leaving billions on the table by failing to unlock the full potential of half our workforce. For every Chief People Officer, HR Director, and Head of EDI reading this—this is your moment. Here is a data point to share with your leadership to advance your agenda. The system is broken. The evidence is staring us in the face. And tinkering around the edges simply won't cut it anymore. Here are some practical suggestions on how you can address this: 1. Get serious about flexible work for everyone: both in where and when work is done. True flexibility that empowers, not punishes, those with caring responsibilities. 2. Conduct pay audits regularly. Close the gender pay disparities. There's no excuse. 3. Invest in inclusive leadership capability building and talent acceleration programmes for under-represented groups (yes these can be done in a legally compliant way). No more unconscious bias training tick boxes. Let’s shift the culture, not just the policy. 4. Stop waiting for the government. Be the organisation that leads from the front. This isn’t just about fairness—it’s about competitiveness, resilience, and economic growth. Businesses that fail to act will lose out on talent, innovation, and trust. I’m tired. I know many of you are too. But we owe it to the next generation (of all genders) to build a workplace that actually works for everyone. #GenderEquity #EDI #WomenAtWork Shape Talent Ltd https://lnkd.in/e8_7aQ3h