Stacey A. Gordon - UNBIAS

Library of Congress Cataloging‐in‐Publication Data:

Names: Gordon, Stacey A., author.

Title: Unbias : addressing unconscious bias at work / Stacey Gordon.

Description: Hoboken, New Jersey : Wiley, [2021] | Includes bibliographical references and index.

Identifiers: LCCN 2021003282 (print) | LCCN 2021003283 (ebook) | ISBN 9781119779049 (hardback) | ISBN 9781119779063 (adobe pdf) | ISBN 9781119779070 (epub)

Subjects: LCSH: Discrimination. | Subconsciousness. | Diversity in the workplace.

Classification: LCC HM821 .G6735 2021 (print) | LCC HM821 (ebook) | DDC 331.13/3—dc23

LC record available at https://lccn.loc.gov/2021003282

LC ebook record available at https://lccn.loc.gov/2021003283

Cover Design: Wiley

Cover Image: © Shanina/Getty Images

This book is dedicated to all the people who have worked tirelessly to improve workplaces for all without the recognition of a formal title, without the benefit of resources, and with nothing but the knowledge and desire that things need to change.

Diversity, inclusion, bias – these can be sensitive topics that are difficult to talk about, especially at work. We are at a time when we don't know how to talk about sensitive topics. We've been taught to avoid them and now they are staring us in the face. I am writing this book in an election year when opinions about everything, including politics, have become extremely divided. Individuals are at opposing ends of the spectrum with no tools for how to listen to the point of view of another without name calling and labeling. We have been taught for so long not to discuss sex, politics, or religion, when what we should have been taught was how to constructively discuss sex, politics, and religion. And what is noticeably missing from what I call the three taboo terms is race. It is so ingrained in us not to discuss race that we don't even talk about the fact that we don't talk about race. It is no surprise then, that it is difficult for us to have conversations around race, gender, privilege, and other dimensions of diversity in the workplace.

It is also not surprising there is a reluctance and a lack of understanding around why we're having these conversations at work at all. I hear that work isn't the place for these conversations. We just come to work and do our jobs and that is what we should focus on.

These are excuses, and I will tackle those and many more throughout the book, but what I want to address is the chasm that is growing between individuals of different races. Why does it always have to be about race? Your perception may be that it is always about race, but it isn't. Unconscious bias at work, in your workplace, is about race, gender, sexual orientation, age, ability, religion, veteran status, socioeconomic background, education, culture, and geography.

We do keep coming back to race because we haven't addressed the issues of race and racism in the United States. The only way to get past race is to go through it. Winston Churchill said, “If you're going through hell, keep going,” and we haven't kept going. We keep stopping because the road is tough, the conversations are uncomfortable, and the realization that what we've been doing for many years may have been wrong is difficult to face.

Fortunately for you, I have no qualms about diving in headfirst and tackling the tough topics we need to address, and I'll do it by helping you to address unconscious bias at work.

The number one question I am always asked when it comes to diversity and inclusion initiatives is “How will we know we're doing the right thing?” I have been asked several versions of this question in podcasts, at conferences, on panels, by CEOs, during a fireside chat, and in educational workshops by employees.

No one wants to get this wrong. Or at least, from what I have seen, no one wants to appear as if they don't care. However, the difference between whether you actually care or whether you care more about the appearance of seeming to care makes all the difference to your success.

The first question I ask company leaders when I am tasked with advising them on their next steps is “What is your strategy?” Unfortunately, it is no longer surprising that they answer all too frequently, “We don't know.”

My goal is to answer both “How do we do this right?” and “What is your strategy?” because the answers to both of these questions are related.

The concept of diversity is difficult because there isn't a one‐size‐fits‐all solution. What works for one company will not work for another. Companies like Ben & Jerry's are being applauded for their statements, their social media presence, and their loyal customer following, and business leaders want to be that company, but aren't willing to do the work it takes to get there. Instead, there is a belief that diversity is minimal, and inclusion is elusive. Business leaders make excuses and use them as a shield to absolve them of their duty as leaders to do the work.

On April 18, 2016, the cofounders of Ben & Jerry's were arrested on the steps of the U.S. Capitol Building as part of a group of activists who were fighting for a better democracy. Right before they were arrested, Ben is quoted as saying, “The history of our country is that nothing happens until people start putting their bodies on the line and risk getting arrested.”

In an interview with CNBC in June 2020, CEO Matthew McCarthy said, “Business should be held accountable to setting very specific targets, specifically around dismantling white supremacy in and through our organizations.” He also said, “In businesses, in a lot of ways, you treasure what you measure. You measure what you treasure. If you don't put goals around these things, they simply don't happen.”

Ben & Jerry's operates on a three‐part mission that aims to create linked prosperity for everyone connected to their business: suppliers, employees, farmers, franchisees, customers, and neighbors alike. They have an economic mission to manage their company for sustainable financial growth, a social mission to use their company in innovative ways to make the world a better place, and a product mission to make fantastic ice cream. They are clear in those missions and ensure everyone else is too.

Their FAQ page answers questions like “What is Criminal Justice Reform?” and “Why would reforming cash bail be a good thing?” They post articles on their website that help people find their polling place, advocate for women's equality, and discuss racism in America.

Neither Ben nor Jerry have been shy about taking a stand and they are well known for creating ice cream flavors with big chunks, swirls, and textures that resonate around the world.

Some of those excuses include:

Diversity doesn't work.

I don't see color.

We just hire the best without regard to gender or race.

We don't want to lower the bar on job requirements.

I find these statements to be troublesome. At best they are ignorant, and at worst they build barriers to diversity by creating a culture where the status quo is acceptable. These statements create roadblocks to innovation by stifling the ability of leaders to harness the creativity of their workforce by restricting diversity.

These excuses stem from failing to be clear on your strategy. What is your motivation for wanting to take action? Do you have an authentic desire to change or is this a publicity stunt to placate your employees, customers, and investors?

The excuses also stem from failing to define organization values and align strategic diversity outcomes to those values. Do you know what you stand for as an organization? Do your employees know? Are you clear on which behaviors you will not tolerate in the workplace? Without a clear understanding of your organization's core values, it's impossible to embed effective diversity strategies into your systems and processes. Chapter 3further discusses the establishment of values and how that relates to real organizational change.