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How To Mitigate Bias In Your Organization

There are multiple types of bias we humans can exhibit. None of them require any particular malice aforethought. Rather, they are natural offshoots of human development. We unconsciously group things together for fast and easy access in our brains. We automatically reach for what is familiar and broadly applicable.

We evolved to make rapid life or death decisions based on various sensory inputs occurring in a very short timeline. For example, imagine there’s an animal moving stealthily toward you with sharp teeth, stripes and a tail. You might have a series of thoughts that remind you that animals like that could potentially eat you, so it’s probably a bad idea to wait around and see what happens. Time for the fight or flight instinct to kick in.

While one’s biases can evolve, it’s important to realize when a bias is helpful and when it is harmful. For example, in my experience, if you find yourself using it to take a shortcut in making decisions in the corporate world, it’s almost always a detriment.

What are a few different types of bias you might see in the workplace?

• Unconscious bias: With unconscious bias (also referred to as implicit bias), we don’t even realize the bias we are thinking or exhibiting. For example, when hiring for a tech position, do you automatically assume that a younger person will perform better than a baby boomer? Obviously, if it’s unconscious, you’re not aware of it. It’s likely you’ll need a friend, colleague or mentor to point out this type of thinking and behavior.

• Confirmation bias: This form of bias is when we pay more attention to things we already believe. For example, you might think that just because an employee is talented in one area, they’re talented in other areas. But, that isn’t always the case.

• Attribution bias: This is when we believe someone’s behavior in a way we think should be true or accurate. We might attribute someone’s behavior to be altruistic because we believe them to be “good.” For example, if you get a good performance review, you attribute it to being hardworking and dedicated. But if get a poor performance review, you might attribute it to the boss not liking you.

Now that we understand what bias can look like in the workplace, how can we proactively seek to avoid it?

1. Recognize your bias.

First of all, it’s important to acknowledge that bias exists. For example, if you’re trying to decide who really deserves a raise and you find your mind drifting toward which employee needs it more than the others (rather than looking at merit), it’s important you can stop, realize you’re being influenced by a bias instead of logic, and redirect.

If you’re trying to decide who’s most qualified for a big promotion, stick to facts, figures and past proven performance. Don’t let yourself be swayed by who would fit in best with the management group or who would most likely fit with the status quo. Ask a colleague to block out names and identifying information on applications for promotion. If you’re looking strictly at facts, it’s difficult for bias to creep into the equation. Another option is to have someone in a lateral position check your thought process.

2. Be committed to mitigating bias in your organization.

In her book Diversity Beyond Lip Service: A Coaching Guide for Challenging Bias, author La’Wana Harris said, “Having people who think, act, and perform differently from you helps you grow and expand your ability to contribute more broadly across your organization. Your ideas can become more refined and relevant when the views of others — especially opposing views — are there to challenge your thinking.”

This is why I’ve also found it’s important to not just give lip service to bias mitigation. In my career, I’ve heard many CEOs and human resources professionals discuss diversity and inclusion in the workplace with no apparent conviction. It’s as if they were all issued the same script and instructed to read it with no passion at all.

However, if you take the time to understand the thought processes of people who are different from you, it can bring you to an understanding of what and how they think. Once you can see an issue from multiple viewpoints, it drives you to feel differently about the value of bias mitigation. When you can actually feel and understand an issue from alternate perspectives, it will help generate the passion that can compel change.

3. Speak up when you see others display biased behaviors.

Then there’s the issue of bad behavior in the workplace threatening to tear down what diversity and inclusion your company does possess. It’s often difficult to take a stand on inappropriate behaviors, but it’s necessary. Employees who experience these admittedly uncomfortable situations must accept their responsibility to respectfully quash the divisive actions, especially if they are in a management position. If the unacceptable behavior is not addressed, it implies that somehow it is acceptable.

It does take courage to be the one who doesn’t agree with a questionable comment or joke, especially when you’re the only one in the group who seemingly objects. But remember that others in the crowd might see the faults in it, too; they just don’t want to be seen as the one who rocks the boat.

In her article for the Harvard Business Review, “How to Speak Up if You See Bias at Work,” Amber Lee Williams pointed out, “The bottom line is that patterns of unchecked biased and offensive behavior in the workplace have the potential to erode full employee participation and take a toll on organizational effectiveness.”

Although everyone in the organization should feel empowered and encouraged to uphold the dignified vision of workplace equality, if the frontline people don’t see it reflected in the behavior of those in the C-suite, the initiative will never realize its full potential.

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This article has previously been featured on Forbes

The Skill Of Workplace Negotiation

When your work life is good and everyone is getting along, it’s easy to let your negotiation skills slip. However, it never seems to last long. As much as you may dread it, change happens. You might get a new boss, a new employee or a new colleague who turns your happy life upside down.

When change happens, it’s time for you to brush up on your negotiation skills so you can become your own advocate. If you’re aiming for a promotion or raise, for example, you should be able to explain why you are deserving of it. Practicing your persuasive speaking will do you a world of good in this situation. Good communication is key. You can’t expect to negotiate effectively if you can’t articulate your position.

Simply saying, “I need a raise,” isn’t going to win over your manager. Instead, say something along the lines of:“I appreciate you complimenting me on my successful handling of that big account last week. I’d like to get some time on your calendar in the next few days to update you on my other high-profile account accomplishments. During my last evaluation, we discussed the possibility of me getting a raise based on these types of endeavors, and I’d appreciate your feedback as to how close I am to meeting that goal.” Not only are you showing your confidence, but you’re also showing the extent to which you took the suggestions on your performance review to heart.

It’s advantageous to be emotionally adept. If someone was promoted ahead of you, it’s perfectly OK to ask what you could have done better. Practice a mature, neutral tone of voice, so when you ask for time to discuss the query with your supervisor, you’ll come across as a colleague eager to learn — which sets you up as a candidate who will be well thought of in the next round of promotions.

I believe becoming emotional about a change that doesn’t benefit you personally will waste your time and diminish your sense of perspective. It’s easy to think someone has it in for you when your work world falls to pieces. Step back and look at the situation dispassionately, and you’ll realize that you weren’t the personal target of the change. It was likely initiated by a business need in the organization.

I’ve worked with people who think their VP has a personal vendetta against them. It’s difficult to make progress in your career when you won’t stop complaining. It doesn’t solve anything, and it only serves to make you look irrational. No one is interested in giving a raise to, or promoting, an employee with a negative attitude.

What instigated the change?

Divorce your feelings of betrayal from your powers of logic to answer the question, “What caused the change?” Is one office or department underperforming? Are there some major discrepancies in the projected profits and the current balance sheet? Did corporate decide to consolidate offices?

Instead of bottling up your feelings, reach out and connect on a reasonable and honest level. If at first you feel like doing some venting, remember that work is likely not the proper venue. Your friends and loved ones can provide you with a safe space to express your feelings. Take a deep breath, and connect with a workplace counselor, trusted colleague or mentor.

When your boss announces the change or holds a preliminary meeting, you might be too overwhelmed at that time to make sense of it all. Once you’ve processed it, you can absorb the facts, have a constructive meeting and negotiate your way into a more advantageous position during the change.

Prepare yourself.

When you do feel ready to negotiate, be prepared. Who will be in the meeting? What questions are you likely to be asked? This is the time to bring facts and figures with you. Documentation, logic and rational thinking are called for.

Be an active listener. What are the major points being made? Make notes so when it’s your time to speak, you have relevant material to bring to the conversation. The best negotiations are collaborations where everybody wins at least a little.

If you’re new to the negotiation game, consider the advice of “Negotiating at Work: Turn Small Wins into Big Gains” by Deborah M. Kolb and Jessica L. Porter. They explain, “If you have previously never negotiated in your workplace, then you’ve essentially trained people to expect that you will not do so.” They advised that if others will likely be surprised by the fact you’re even negotiating, you “should address their surprise and consider how they will react to the content of your negotiation.”

Think about how you’re going to frame this negotiation in the best light for the team and for the company. How can you ease the participants into a valuable discussion mode? Consider the tools you have, from persuasive speaking to credible presentation material.

Ensure you’re all on the same page.

I’ve found clarification is also important. The assumptions you and your perceived adversary have made might be completely off the mark. According to Peter Landau at Project Manager, “Chances are both parties are walking into a negotiation with a lot of preconceived ideas of what the other wants. … Therefore, it’s always helpful to start the negotiations on the same page by asking the other party what their motivation is.”

When you step outside yourself and think in terms of the other person, the main participant in this negotiation, you bring yourself into a different viewpoint, and you can get into a better space for the meeting. When you think of it as a fair compromise between two or more parties who desire different paths to the same outcome, it’s easier to visualize a successful conclusion for everyone concerned.

Once you’ve managed the art of cooperation instead of confrontation, you’re well on the way to achieving a peaceful and profitable resolution to the issue at hand.

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This article has previously been featured on Forbes

How To Avoid The Pitfalls Of Office Politics

Although you might think of “office politics” as a phenomenon beginning in the business world, I believe its origins trace back further. For example, if you take a long view of it, one’s behavior in the workplace might stem from childhood experiences, such as those in the family unit, on the playground or in the classrooms. As a leadership coach, I’ve seen that if these behaviors are negative, they can play a role in creating in office politics and an unhealthy work environment.

According to a 2019 study by Randstad (registration required), a “pleasant work atmosphere” is among the top five most important attributes for U.S. workers. If you’re someone who wishes the politics of climbing up the corporate ladder could be eliminated and replaced by a logical, merit-based process, you’re certainly not alone. There are likely a number of workplaces out there that can fit this ideal description, but sometimes, they might feel hard to find. If you don’t feel you’re in a positive work environment, below are five steps you can take to navigate your workplace without getting stepped on:

Scope out the playing field.

What does the official organization chart look like? Perhaps, more importantly, what does the “unofficial” organization chart look like? There are figureheads, and then there are the people who really get things done. It pays to know who is who.

Consider how your position fits into the team structure.

Who do you regularly interact with, and how can you build on those relationships? If you’re constantly at loggerheads with a colleague you work with frequently, every day can seem like a battle. The first thing you can do to make the situation workable is to try to understand why the interactions are unproductive and consider the other person’s point of view. Do you always insist on things going your way? Are you uncompromising? What is the other person being tasked with producing? Are your business goals the same? Taking the emotion out of the equation can be a big help in this step.

Have the courage to ask a couple of associates whose opinions you trust and respect what improvements you could make in everyday interactions with other employees. How are your listening skills? Does your body language make you appear unapproachable? If you’re having problems with your interactions with team members, they might be on your end, not the other person’s, so it’s critical to look at how you might be contributing to the situation.

Find common ground.

When you get an assignment you don’t like or have to work with a peer you don’t get along with, what is your reaction? If you take the easy road and immediately start complaining to your group of friends, it accomplishes nothing. And in my experience, if word of that behavior circles its way back to your boss, it probably won’t be looked upon favorably.

Instead, spend a bit of time figuring out how to make the assignment a success. How can you manage to make the assignment more palatable? Try to find common ground with your peer. Is there anything you have in common that isn’t derisive? For example, is there a hobby or sport you both enjoy? Or, perhaps you both have children the same ages. There is likely a common denominator to be found that can help defuse the combative urge between you.

Don’t make others look bad.

It might be incredibly tempting to take down the colleague you don’t get along with during an important project meeting, especially if you have them dead to rights. But put that fantasy out of your mind and take a breath. Making them look bad might feel good for a minute, but you likely will have made an enemy for a lifetime. No good can possibly come out of revenge in the workplace. Think about how you would want to be treated in that situation.

Your colleague isn’t necessarily a bad person. They might have made a mistake or misunderstood their assignment, and you never know — they could be going through something in their personal life. Ask them privately what the problem was, and offer a solution or assistance. (But do remember that if they constantly drop the ball, that’s a different scenario and might require some more input to from their direct manager if they aren’t in your department.)

Make it a win-win situation.

When it comes down to it, our main function at work is to make the company a success. If that doesn’t happen, nobody wins. In today’s competitive economy, if your company isn’t able to reach its goals, another company probably will (and you might find yourself looking for a new job). When approaching any new assignment, project or interdepartmental endeavor, ask yourself what would be a “win” for you. Then, take a moment to ask the others on the team what would make it a “win” for them. And most importantly, what would make it a “win” for the organization?

If you can find a way to weave all of these needs together in one coherent strategy, you’ve already completed the hardest part. If everyone thinks they’re getting something out of the deal, I believe they’ll be much more likely to fully participate in making the project a success.

In her book “Secrets to Winning at Office Politics: How to Achieve Your Goals and Increase Your Influence at Work,” author Marie G. McIntyre notes, “Unfortunately, if people lack clear goals, have unpleasant working relationships, or simply don’t understand how organizations operate, the joy of accomplishment is often replaced by frustration and disappointment. When people fail to master the political side of work, their jobs may become unrewarding and unhealthy.” Wishing that your office environment weren’t so political won’t get you anywhere. It’s up to you to create a better environment, adapt to the one that currently exists or plan your exit.

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This article has previously been featured on Forbes