We All Do It: Looking at Our Own Biases

I was one of four department heads working at a publishing company, reporting to the EVP of advertising, when our company was acquired by a large global publishing firm, based in the U.K., that was looking to establish its footprint in the U.S. The financial markets considered it a smart acquisition, as the companies held titles with similar audience bases and no overlap, but there was speculation that the global company had overpaid.  As soon as the acquisition was complete it seemed like our new owners flipped a switch:  we were constantly doing research on launching titles in the U.S. that were successful elsewhere and there were persistent rumors about layoffs and downsizing.  Expenses that we always took for granted were suddenly examined carefully and department heads were asked to conduct mid-year budget reviews and come back with a reduction of at least five percent.

In that atmosphere of anxiety about layoffs and staff reorganization, I was called into the new CEO’s office one day.   “Kathi,” he announced,  “starting Monday, you are going to be reporting to Tim (the names have been changed to protect the innocent).  I’ve decided to combine the two largest areas of marketing, your research and strategic planning and Tim’s communications and events in order to streamline operations and cut down on the number of direct reports I have.  I think this will work well.  Any questions?”

“Sir, I do have a question.  Why am I reporting to Tim?  Why isn’t Tim reporting to me?  I have more experience in the industry; I have more experience in management.  I could argue that all marketing tactics come out of our strategic planning and thus I currently have the more important job.  I certainly have the larger budget.  And you, who are new to this market, and in fact, to this country, would certainly be better served by using me as one of your advisors.”

I will never forget the look on that man’s face.  Nor will I ever forget what he said next, “ It never occurred to me to have a senior man report to you!”

I should be grateful that he was open about his biases.  Most people are not only NOT open, but they are not aware of the biases they bring to every interaction every day in the workplace.

Corinne Moss-Racusin, a social psychologist at Skidmore College, conducted as interesting study looking at gender bias for women in STEM (Science, Technology, Engineering and Math) careers.  Moss-Racusin and her colleagues created two identical resumes for an applicant for a lab manager position.  The only difference was that one applicant was named Jennifer and one was named John.  The research team asked STEM professors across the country to rate the resumes and over one hundred biologists, chemists and physicists were randomly given either Jennifer’s or John’s resume.  Even though the resumes were identical, Jennifer was perceived as significantly less competent, the scientists were less likely to be willing to mentor her and she was offered, on average, $4,000 less than John or 13% less a year.  Even the women scientists favored John!

How do we combat the prejudices when we are unaware? This is just one of what are hundreds of studies that document that workplace prejudices exist and that most of us deny that we have them.  Instead, we often will say that we were only looking for the best person to fill a particular position and that gender or race didn’t matter.  When we say that we are often fooling ourselves. What we are REALLY saying is that we want someone with whom we feel comfortable.

Fast forward 15 years and I am sitting in an office in Europe, talking to an executive about his recent hiring decisions. A layer of management has been created and I have not been considered for the position overseeing North America. When I try to understand the rationale behind the decision, this same executive tells me, “Kathi, I was only interested in choosing the best people for each job. I wasn’t even aware that now I have no women reporting to me. I only cared about getting the right person to do the job.”

There is some research that suggests that the more we become aware of our biases, the more attention we’ll pay and we’ll adjust our behavior and act in a more fair way. But unfortunately, most of us are blind when it comes to our biases.  If you are in a position to do so, I would ask that you push your organization to go beyond what has become mandatory diversity training and offer training that raises individual awareness of biases by presenting studies like that I’ve offered here.  There are so many more of these kinds of studies. Ask people to review blind resumes.  Make hiring decisions after conducting multiple interviews across an organization.  Look for ways to get different perspectives on an employee before you offer feedback.

I would ask you to examine your own biases, and go deeper than race and gender.  Really pay attention to those colleagues you have a hard time listening to and ask yourself why.  On the flip side, do not blame inherent biases in the system instead of looking at your own shortcomings and training needs.  Get REAL feedback on what is holding you back as an individual.

 

Biases and prejudice in the workplace are complicated issues and they can’t be wrapped up in a 1000 word essay.  I can only ask you to pay attention.

“All of us show bias when it comes to what information we take in.  We typically focus on anything that agrees with the outcome we want.”

Noreena Hertz