An activity to help you combat the biases women face at work, created by
Unconscious bias
Unconscious biases are mental “shortcuts” that our brains use to make sense of the world around us. We all have unconscious biases, but by slowing down and becoming aware of them, we can reduce their impact on our decisions.
Not all bias is unconscious. Unfortunately, it is still all too common for people to experience overt discrimination based on their race, gender, sexuality, disability, or other aspects of their identity.
Unconscious bias
We all have unconscious biases. Because our brains take in more information than they can process, we rely on mental shortcuts to simplify the world around us—which means we rely on stereotypes.
Sometimes, stereotypes are helpful. If an animal is running toward you in the woods, you don’t take the time to carefully evaluate it to confirm that it’s a bear. You make a snap judgment. But when we rely on snap judgments about people, the results can be very harmful.
Experts at Harvard developed what are called IATs, or Implicit Association Tests, to better understand the unconscious biases we commonly hold. The results are eye-opening: 76 percent of participants more readily associate men with career and women with family, regardless of their own gender, and 75 percent of participants show a preference for white people over Black people—regardless of their own race.
It’s hard to admit that we hold these biases, but it’s important to remember that no one is immune from them. We all have work to do.
It’s also important to remember that not all bias is unconscious. Many people experience overt discrimination based on their race, gender, sexuality, disability, or other aspects of their identity. Unfortunately, these experiences are real, and they are still all too common.
Performance bias
Performance bias is based on deep-rooted—and incorrect—assumptions about women’s and men’s abilities. We tend to underestimate women’s performance and overestimate men’s.14
Performance bias
We tend to underestimate women’s performance and overestimate men’s. As a result, women have to accomplish more to prove that they’re as competent as men. This is why women are often hired based on past accomplishments (they need to prove that they have the right skills), while men are often hired based on future potential (we assume they have the skills they need).15
Women with disabilities and women of color, particularly Latinas and Black women, experience this bias even more often than other women. They are more likely to have their judgment and competence questioned and to hear others express surprise at their language skills or other abilities.16
To understand the impact of this bias, consider what happens when you remove gender from decision-making. In one study, replacing a woman’s name with a man’s name on a résumé improved the odds of getting hired by more than 60%.17 In another, when major orchestras used blind auditions—so they could hear the musicians but not see them—the odds of women making it past the first round improved by 50%.18
Performance bias often leads to missed opportunities and lower performance ratings for women—and both can have a huge impact on career progression.19 This bias is even more pronounced when review criteria aren’t clearly specified, leaving room for managers and others to rely more on gut feelings and personal inferences.20
Attribution bias
Attribution bias is closely linked to performance bias. Because we see women as less competent than men, we tend to give them less credit for accomplishments and blame them more for mistakes.21
Attribution bias
Because we see women as less competent than men, we don’t always recognize the work they do. Even when women and men work on tasks together, women often get less credit for success and more blame for failure.22
We also fall into the trap of thinking women’s contributions are less valuable. This often plays out in meetings, where women are more likely to be talked over and interrupted.23 In one study, men interrupted women nearly three times as often as they interrupted other men, and women fell into the same pattern.24
Given that women are often blamed more for failure and tend to wield less influence, they are prone to greater self-doubt. The bias women experience can be so pervasive that they underestimate their own performance. Women often predict that they’ll do worse than they actually do, while men predict that they’ll do better.25
In some cases, women are also less likely to think they’re ready for a promotion or new job. One study found that men apply for jobs when they meet 60% of hiring criteria, while women wait until they meet 100%.26 Of course, women don’t lack a confidence gene. Given we hold women to higher standards, women may rightfully feel like they have to hit a higher bar.
Likeability bias
Likeability bias is rooted in age-old expectations. We expect men to be assertive, so when they lead, it feels natural. We expect women to be kind and communal, so when they assert themselves, we like them less.27
Likeability bias
Likeability bias—also known as the “likeability penalty”—often surfaces in how we describe women. Women are more likely to be described as “too aggressive” or “bossy”—words rarely used to describe men in the workplace.28
You may even have caught yourself having a negative response to a woman who has a strong leadership style or who speaks in a direct, assertive manner. This is likeability bias at work. And being liked matters. Who are you more likely to support and promote: the man with high marks across the board or the woman who has equally high marks but is not as well liked?
To make things more complicated, women also pay a penalty for being agreeable and nice, which can make people think they’re less competent.29 This double bind makes the workplace challenging for women. They need to assert themselves to be seen as effective. But when they do assert themselves, they are often less liked. Men do not walk this same tightrope.30
This bias plays out differently, but no less damagingly, for women of color. Black women are more likely to trigger this penalty in many workplace contexts because they are more often stereotyped as angry and aggressive. Meanwhile, Asian American women are more often stereotyped as being communal than other groups of women, and this can make people less likely to see them as effective leaders.31
Maternal bias
Motherhood triggers false assumptions that women are less committed to their careers—and even less competent.32
Maternal bias
We incorrectly assume that mothers are less committed and less competent. As a result, mothers are often given fewer opportunities and held to higher standards than fathers.33
We fall into the trap of thinking mothers are not as interested in their jobs, so we assume they don’t want that challenging assignment or to go on a big work trip. And because we think they’re less committed, we’re more likely to penalize them for small mistakes or oversights.34
Research shows that maternal bias is the strongest type of gender bias.35 When hiring managers know a woman has children—because “Parent-Teacher Association coordinator” appears on her résumé—she is 79% less likely to be hired. And if she was hired, she would be offered an average of $11,000 less in salary.36
Men can face pushback for having kids, too. Fathers who take time off for family reasons receive lower performance ratings and experience steeper reductions in future earnings than mothers who do.37
Affinity bias
Affinity bias is what it sounds like: we gravitate toward people like ourselves in appearance, beliefs, and background. And we may avoid or even dislike people who are different from us.38
Affinity bias
Because of affinity bias, we often gravitate toward people like ourselves—and may avoid or even dislike people who are different.39
Affinity bias plays out in several ways in the workplace. Mentors say they’re attracted to protégés who remind them of themselves.40 And hiring managers are more likely to spend time interviewing people who are like them and less time getting to know people who are different.41 They are also more likely to give people like them a favorable evaluation.42
Because straight white men hold more positions of power—and are more likely to gravitate toward other white men—affinity bias has a particularly negative effect on women, people of color and LGBTQ employees.43
Intersectionality
Bias isn’t limited to gender. Women can also experience biases due to their race, sexual orientation, a disability, or other aspects of their identity.
Intersectionality
Women can also experience biases due to their race, sexual orientation, a disability, or other aspects of their identity—and the compounded discrimination can be significantly greater than the sum of its parts.
For example, women of color often face double discrimination: biases for being women and biases for being people of color. Compared to white women, women of color receive less support from managers, get less access to senior leaders, and are promoted more slowly.44 As a result, they are particularly underrepresented in the corporate pipeline, behind white men, white women, and men of color.45
A similar dynamic holds true for LGBTQ women. Research shows that lesbians have a harder time securing employment than women more broadly.46
When different types of discrimination interconnect and overlap, this is called intersectionality.47 Imagine the compounded effect of being Black, Muslim, an immigrant, and a woman. Research shows people with three or more marginalized identities often feel like they don’t belong anywhere.48 Each card in this pack includes a reminder about intersectionality because it’s critical that we’re aware of the different biases people can experience and commit to fairness for everyone.
Microaggressions
Microaggressions are comments and actions that demean or dismiss someone based on their gender, race, or other aspects of their identity. They are often rooted in various types of both conscious and unconscious bias and can range from subtle slights to explicit disrespect.
Microaggressions
Microaggressions are a form of day-to-day discrimination directed at those with less power. They are an all-too-common occurrence in the workplace and are often rooted in various types of bias—for example, performance bias may lead colleagues to question a woman’s judgment in her area of expertise or mistake her for someone at a more junior level. And because women experience more types of bias at work, they also face a wider range of microaggressions than men.
For women with other marginalized identities, such as women of color and LGBTQ+ women, microaggressions are often even more pronounced. Compared to women of other races and ethnicities, Black women are nearly two and a half times more likely than white women—and more than three times more likely than men—to hear someone in their workplace express surprise about their language skills or other abilities. Lesbian women, bisexual women, and women with disabilities are far more likely than other women to hear demeaning remarks about themselves or others like them and to feel that they can’t talk about their personal lives at work.
Microaggressions may seem insignificant when viewed as isolated incidents. But when they occur day after day—as they often do—their impact builds up and takes a toll. Whether intentional or unintentional, these insults and invalidations signal disrespect. It’s hard for any employee to bring their best self to work when they’re often underestimated and slighted. Women who experience microaggressions are three times more likely to regularly think about leaving their job than those who don’t.
Use this set to run an introductory workshop for all employees, or for any group that wants to focus on understanding the fundamentals of workplace bias.
Use this set to provide managers with concrete steps for fighting bias and creating an inclusive team culture.
Use this set to help senior leaders understand how they can fight bias by shifting company policies, programs, and culture.
Use this set to educate employees about the biases women of color face at work and the concrete steps colleagues can take to interrupt bias and practice allyship.
Use this set to learn how to address bias in hiring and promotions at the first step up to manager—the “broken rung” where women are often overlooked and left behind.
Use this set to educate interviewers, recruiters, and hiring managers on how to recognize and reduce bias in the hiring process.
Use this set to train evaluators on reducing bias in reviews and promotions—an area where biased assessments can have a big impact on women’s careers.
Use this set to educate employees about the powerful and damaging biases that working mothers often face.
Use this set to help employees set inclusive norms, approach coworkers with empathy, and push back on acts of bias.
Use this set to educate employees on how bias can affect workplace relationships, including mentorship, sponsorship, networking opportunities, and access to senior leaders.
Use this set to help employees understand and combat the effects of bias in remote work environments.
Use this set to educate employees on the compounding biases faced by LGBTQ+ women, women of color, Muslim women, immigrant women, and women with disabilities.
Welcome to the 50 Ways to Fight Bias digital program
Welcome to 50 Ways to Fight Bias, a free digital program to empower all employees to identify and challenge bias head on. Here, we’ll give you everything you need to prepare for and run a successful workshop at your company—and you can learn more about different ways to implement one at your company here.
You can access these two sections at any time using the menu on the left. And as you go through the program, anytime a menu item is mentioned it will be highlighted in bold.
How to get setup
Each 50 Ways to Fight Bias workshop consists of four steps that you will guide participants through. You can access any section using the menu on the left under Run your workshop.
Set the tone
All 50 Ways workshops begin by level setting with participants on how to encourage an open and respectful discussion.
What you need to do: Use our to walk through this part of the program.
Introduction to bias
Participants watch a short video that explains the most common types of biases that women face as well as the concept of intersectionality—how women can experience compounding biases due to other aspects of their identity.
What you need to do: We recommend having participants watch our 12-minute bias overview video. Alternatively, you can ask participants to read about bias types on the same page.
Group activity
Participants break into small groups to review specific examples of bias—and why each one matters. They take a few minutes to discuss each situation and brainstorm solutions for interrupting the bias. They then learn what experts recommend they do in that situation, along with a short explanation of what's behind the bias.
What you need to do: Before the workshop begins, select a set of digital cards on the Choose a set page that participants will discuss in your workshop.
Decide how to divide participants into mixed-gender groups of 6-8 people. If you’re running a virtual workshop, we recommend that you use breakout rooms—and we have more tips for running this virtually in our speaker notes.
Commit to action
As the activity wraps up, participants commit to take One Action to fight bias based on what they learned.
What you need to do: Use our speaker notes to get prepared for this part of the program.
Now that you know how to get set up, continue to:
FINAL STEPSFinal steps
You are almost ready to run your 50 Ways to Fight Bias workshop! Before you start your session, make sure you have taken the steps below.
Set of digital cards selected
After you’ve selected a set of digital cards, you can find your set in the menu on the left to walk through live in your workshop. You can also download a PDF version on the Choose a set page if you’re running your workshop offline.
Speaker notes downloaded
Our speaker notes walk you through what to say as you run your workshop. It also provides some best practices for leading virtual workshops.
Need more time? Come back to this digital program when you’re ready and select Run your workshop in the menu on the left.
Workshop agenda
Welcome to 50 Ways to Fight Bias, a free digital program to empower all employees to identify and challenge bias head-on. Today’s activity will help you recognize and combat the biases women face at work. It is divided into four parts:
Set the tone
Introduction to bias
Group activity
Commit to action
Guiding principles
Bias is complex, and counteracting it takes work. As you engage with the situations in this activity, remember that:
Bias isn’t limited to gender
People also face biases due to their race, sexual orientation, disability, or other aspects of identity—and the compounding discrimination can be much greater than the sum of its parts. This is called intersectionality, and it can impact any situation.
Knowing that bias exists isn’t enough
We all need to look for it and take steps to counteract it. That's why this activity outlines specific examples of the biases women face at work with clear recommendations for what to do.
We all fall into bias traps
People of all genders can consciously or unconsciously make biased comments or behave in other ways that disadvantage women.
Give people the benefit of the doubt
Remember that everyone is here to learn and do better—and an open and honest exchange is part of that process.
Stories should be anonymous
When sharing stories about seeing or experiencing bias, don’t use people’s names.
Some situations may be difficult to hear
Be mindful that some of the situations described in this program may be sensitive or painful for participants.
Learn about bias types
This section covers the most common types of biases that women face at work. Watch the overview video or select a bias type below to learn more about what it is, why it happens, and why it’s harmful.
Play the video An introduction to the common biases women experience (12 minutes)
Overview of key concepts
As you learn more about bias, it’s important to be aware of two key concepts: intersectionality, or how women can experience compounding biases due to other aspects of their identity, and microaggressions, which are subtle or explicit comments and actions that signal disrespect. Click the tiles below for a detailed explanation of each concept.
Choose a set
You can choose from one of 12 sets of digital cards curated for different audiences and workplace interactions. Each set includes icebreakers highlighting research on the biases women face, followed by 15 to 20 specific examples of how it shows up in the workplace. If you’re not sure which set to use, choose the Bias fundamentals set to run an introductory workshop.
Need some direction? Get the moderator guide
Customize a set
Create a custom set of cards from our full library. After you create your set we'll give you a pdf version and a link to view it online.
TEST
You can choose from one of 12 sets of digital cards curated for different audiences and workplace interactions. Each set includes icebreakers highlighting research on the biases women face, followed by 15 to 20 specific examples of how it shows up in the workplace. If you’re not sure which set to use, choose the Bias fundamentals set to run an introductory workshop.
Need some direction? Get the moderator guide
Customize a set
Create a custom set of cards from our full library. After you create your set we'll give you a pdf version and a link to view it online.
Summary: Strategies to fight bias
There are a number of ways to respond to bias when it occurs. Below is a summary of the strategies we’ve discussed today:
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1
Speak up for someone in the moment
For example, remind people of a colleague’s talents or ask to hear from someone who was interrupted. Or when someone says something incorrect (e.g., assumes a woman is more junior than she is), matter-of-factly correct them—either in the moment or in private later.
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2
Ask a probing question
Ask a question that makes your colleague examine their thinking—“What makes you say that?” “What are some examples of that?” This can help people discover the bias in their own thinking.
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3
Stick to the facts
When you can, shift the conversation toward concrete, neutral information to minimize bias. For example, if someone makes a subjective or biased comment in a hiring or promotions meeting, refocus attention back to the list of criteria for the role.
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4
Explain how bias is in play
Surface hidden patterns you’ve observed and explain what they mean. Research shows that a matter-of-fact explanation can be an effective way to combat bias. For example, mention to a hiring committee that you've noticed they tend to select men over women with similar abilities, or point out to your manager that women are doing more of the "office housework."
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5
Advocate for policy or process change
Talk to HR or leadership at your company and recommend best practices that reduce bias.
Closing activity
Today you’ve heard about a lot of different actions you can take to fight bias in your workplace. Now it’s time to put what you’ve learned into practice.
- Think of one thing you’re going to do when you see bias at work—or one thing that you’ve learned that you’re going to share with others.
- Write it down. This is your “One Action.”
- Taking turns, go around the group and share your One Action.
- Thank you for participating in this 50 Ways to Fight Bias workshop—and for doing your part to create a more inclusive workplace for all.
1 Choose your Icebreakers
2 Choose your cards
Filter by...
Situation & Bias Type Identity
11 available cards
3 Order your deck of cards
From the cards you’ve selected, click and drag them into the order you would like to present. We recommended that you start with situations that are more comfortable for your audience to discuss, followed by those that may be more difficult. Icebreakers always come before Bias cards.
Icebreaker cards
Bias Cards
Sorry, customizing a set is not supported on small screens.
Go back to Set selectionIn a private conversation, a coworker expresses resentment about “special treatment” for a woman with a disability who is allowed to work flexible hours.
Why it matters
People with disabilities may need flexibility for many reasons—for example, to manage pain or for medical treatment. When those needs are questioned, they may feel undermined, stigmatized, and unhappy at work.62 But when employees with disabilities are fully supported, they’re usually just as happy as their colleagues.63 This has a big impact, since 1 in 6 working-age Americans has a visible or invisible disability.64
Bias fundamentals
This set contains the situations and solutions we think are most important for people to know. If people are only going to look at one subset of cards, these are the ones we think are most crucial.
What to do
Tell your coworker WHY IT MATTERS. You can also talk to HR and ask them to clarify your company’s general policies on flexible work, so that people are less likely to view specific situations as unfair.65
Why it happens
This can happen when people don’t understand that accommodations like flexibility aren’t “nice to haves” for employees with disabilities—they’re essential. Additionally, because people with disabilities tend to be seen as less valuable and competent, coworkers may question whether they really need or deserve extra support.66 This is especially true for women with disabilities, who face more bias and disrespect at work than almost any other group.67
The day after a high-profile killing of a Black person by the police, coworkers are discussing the news but nobody brings up this story.
Why it matters
The silence suggests that non-Black colleagues are not outraged at the injustice or that they aren’t aware of the Black community’s grief and trauma.74 Left unaddressed, these perceptions—accurate or not—can contribute to a workplace where Black employees feel like they don’t belong.75 When a Black person is killed by the police, it reminds all Black people of the violence that threatens their lives. It can make it hard to focus on work, and depression and anxiety can follow.76
Bias fundamentals
This set contains the situations and solutions we think are most important for people to know. If people are only going to look at one subset of cards, these are the ones we think are most crucial.
What to do
In the moment, say something. Mention the incident and how awful it was. Depending on your relationships with Black coworkers, let them know you are there to talk if they need to.77 Be understanding if Black coworkers seem distracted or not themselves. In the longer term, you can further educate yourself on the incident by reading about it in a Black news outlet, such as Blavity or Essence. If you’re a manager, check in with Black members of your team to see how they’re doing and if they need any additional support.
Why it happens
Non-Black coworkers may believe it’s insensitive to mention incidents of police violence toward Black people. But in fact, doing so conveys that they care.78 They also may not realize how traumatic these events are to the entire Black community,79 perhaps seeing them as isolated one-offs instead of ongoing systemic abuse.
The day after a high-profile killing of a Black person by the police, coworkers are discussing the news but nobody brings up this story.
Why it matters
The silence suggests that non-Black colleagues are not outraged at the injustice or that they aren’t aware of the Black community’s grief and trauma.74 Left unaddressed, these perceptions—accurate or not—can contribute to a workplace where Black employees feel like they don’t belong.75 When a Black person is killed by the police, it reminds all Black people of the violence that threatens their lives. It can make it hard to focus on work, and depression and anxiety can follow.76
For senior leaders
These cards contain advice on how to shift company policies, programs, and culture--all areas where senior leaders can make a big difference.
What to do
In the moment, say something. Mention the incident and how awful it was. Depending on your relationships with Black coworkers, let them know you are there to talk if they need to.77 Be understanding if Black coworkers seem distracted or not themselves. In the longer term, you can further educate yourself on the incident by reading about it in a Black news outlet, such as Blavity or Essence. If you’re a manager, check in with Black members of your team to see how they’re doing and if they need any additional support.
Why it happens
Non-Black coworkers may believe it’s insensitive to mention incidents of police violence toward Black people. But in fact, doing so conveys that they care.78 They also may not realize how traumatic these events are to the entire Black community,79 perhaps seeing them as isolated one-offs instead of ongoing systemic abuse.
In a meeting about hiring for a senior role that requires travel, someone questions whether a Latina would want to be away from her family that much.
Why it matters
The question is based on biased assumptions about this employee’s family commitments and ambition. It could mean she loses a major opportunity that she’s qualified for and that your company misses out on her talents.
For senior leaders
These cards contain advice on how to shift company policies, programs, and culture--all areas where senior leaders can make a big difference.
What to do
Ask your co-worker, “What makes you think that?” This may make them realize their comment isn’t based on hard evidence. Explain WHY IT HAPPENS: Latinas are often stereotyped as having lots of kids or not being career-oriented. You can also recommend asking all of the candidates how they feel about the travel requirements. Let them speak for themselves.
Why it happens
This comment may be influenced by several stereotypes about Latinas: that they aren’t ambitious in their careers, they usually have a lot of children, they prioritize family more than other groups do, and they’re more naturally suited to junior roles. All of these preconceptions can keep Latinas out of the senior roles they’re qualified for.
You’re asked to interview candidates for a role on your team and notice none are women.
Why it matters
Your company is likely missing out on talented candidates—and women are missing out on a chance to advance their careers. This is a widespread problem: fewer women than men are hired at the entry level, and at every subsequent step, the representation of women further declines.
The “broken rung”
We often talk about the “glass ceiling” that prevents women from reaching senior leadership positions. In reality, the biggest obstacle that women face is much earlier in the pipeline, at the first step up to manager. This set is designed to train evaluators who hire and promote managers, and it can also be used to help company leadership understand what biases contribute to the broken rung.
What to do
Talk to the hiring manager. Point out that there aren’t any women being interviewed. Suggest an additional push to identify two or more viable women candidates.
Longer term, recommend that your company start using diverse slates—that is, include at least two women and underrepresented minorities in each candidate pool. This has been shown to reduce bias in hiring.
Why it happens
This may be happening because fewer women work in your field. But it may also reflect bias in your company’s hiring process, an area where all types of bias can come into play, from favoring people like yourself (affinity bias) to holding women to higher standards (performance bias).
The day after a high-profile killing of a Black person by the police, coworkers are discussing the news but nobody brings up this story.
Why it matters
The silence suggests that non-Black colleagues are not outraged at the injustice or that they aren’t aware of the Black community’s grief and trauma.74 Left unaddressed, these perceptions—accurate or not—can contribute to a workplace where Black employees feel like they don’t belong.75 When a Black person is killed by the police, it reminds all Black people of the violence that threatens their lives. It can make it hard to focus on work, and depression and anxiety can follow.76
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
In the moment, say something. Mention the incident and how awful it was. Depending on your relationships with Black coworkers, let them know you are there to talk if they need to.77 Be understanding if Black coworkers seem distracted or not themselves. In the longer term, you can further educate yourself on the incident by reading about it in a Black news outlet, such as Blavity or Essence. If you’re a manager, check in with Black members of your team to see how they’re doing and if they need any additional support.
Why it happens
Non-Black coworkers may believe it’s insensitive to mention incidents of police violence toward Black people. But in fact, doing so conveys that they care.78 They also may not realize how traumatic these events are to the entire Black community,79 perhaps seeing them as isolated one-offs instead of ongoing systemic abuse.
In a private conversation, a coworker expresses resentment about “special treatment” for a woman with a disability who is allowed to work flexible hours.
Why it matters
People with disabilities may need flexibility for many reasons—for example, to manage pain or for medical treatment. When those needs are questioned, they may feel undermined, stigmatized, and unhappy at work.62 But when employees with disabilities are fully supported, they’re usually just as happy as their colleagues.63 This has a big impact, since 1 in 6 working-age Americans has a visible or invisible disability.64
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
Tell your coworker WHY IT MATTERS. You can also talk to HR and ask them to clarify your company’s general policies on flexible work, so that people are less likely to view specific situations as unfair.65
Why it happens
This can happen when people don’t understand that accommodations like flexibility aren’t “nice to haves” for employees with disabilities—they’re essential. Additionally, because people with disabilities tend to be seen as less valuable and competent, coworkers may question whether they really need or deserve extra support.66 This is especially true for women with disabilities, who face more bias and disrespect at work than almost any other group.67
In a debrief after a round of job interviews, someone says of a candidate, “She seemed a little OCD.”
Why it matters
When people casually misuse terms for real mental health issues, like OCD, it trivializes the conditions and the difficulties faced by those who have them.245 If others with mental health issues hear comments like this, they may feel belittled.246 The comment could also unfairly harm this candidate’s chance of getting a job, as it’s a vague critique that’s not tied to a job requirement.
LeanIn.Org thanks Paradigm for their valuable contribution to this card
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
Ask the speaker to explain their comment: “How does that relate to the job requirements?”247 Or let them know the language is problematic: “You might not know this, but casually calling someone ‘OCD’ can be harmful to people with mental health conditions.” Then explain WHY IT MATTERS. You can also ask HR about training that raises awareness of mental health issues and encourages employees to use more inclusive language.248
Why it happens
Many people are in the habit of using terms like “OCD” casually and inaccurately, rather than in reference to the real conditions they’re meant to describe. This can be because they don’t realize how likely it is that someone around them has a mental health condition—nearly 1 in 5 U.S. workers does, but many don’t disclose this at work.249 It could also be because they haven’t learned much about mental health issues.250
In a meeting, a client only looks at and speaks to the men on your team.
Why it matters
This slight might seem trivial, but it sends a signal about who matters—in this case, the men. It can also create a dynamic where women miss out on valuable chances to join the conversation and shape outcomes. When this happens, your team isn’t able to put their best foot forward.
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
Do your part to make eye contact with everyone and try to find ways to bring more women into the conversation. When possible, you can pass the baton to a woman in a way that highlights her expertise: “[Name] would be great to answer this. She’s actually our resident expert on the topic.”
Why it happens
This may happen because of performance bias: your client may assume—consciously or unconsciously—that the women at the meeting are less competent and lower in status than the men.367 If your client is a man, this behavior could also be the result of affinity bias: people often gravitate toward others like them.368
Rooted in: Performance bias, Affinity bias
A coworker confides in you, “I honestly just find it easier to work with men.”
Why it matters
Your colleague’s preference for working with men could lead them—consciously or unconsciously—to overlook talented women. When this happens, women can miss career opportunities, and your coworker can miss the chance to work with women from whom they might learn something.
Creating a truly inclusive culture
This set helps employees learn how to set inclusive norms, approach coworkers with empathy, and push back on acts of exclusion or prejudice.
What to do
A comment like this may signal that your coworker thinks women are less talented or less likeable than men. You can ask, “What makes you say that?” When people are asked to explain themselves, it sometimes leads them to rethink their position. You can also explain why it happens—it can be eye-opening to understand how bias works—or share your own perspective: “I’ve had great experiences working with women.” Even if you can’t convince them to think differently, you can push back on their point of view.
Why it happens
Your colleague may say this because of performance bias, which can lead them to incorrectly assume that men are more competent than women.381 Likeability bias can lead them to feel that competent women are less likeable and therefore harder to work with.382 And if your colleague is a man, his comment may be rooted in affinity bias—he may prefer to work with people like himself.383
Rooted in: Affinity bias, Likeability bias, Performance bias
As of September 2020, how many Black women have led Fortune 500 companies?
Did you know?
Guess the answer as a group.
Only two—Ursula Burns at Xerox and Mary Winston at Bed Bath & Beyond.
In a debrief after a round of job interviews, someone says of a candidate, “She seemed a little OCD.”
Why it matters
When people casually misuse terms for real mental health issues, like OCD, it trivializes the conditions and the difficulties faced by those who have them.245 If others with mental health issues hear comments like this, they may feel belittled.246 The comment could also unfairly harm this candidate’s chance of getting a job, as it’s a vague critique that’s not tied to a job requirement.
LeanIn.Org thanks Paradigm for their valuable contribution to this card
Intersectional biases
Use this set to educate employees on the compounding biases faced by LGBTQ+ women, women of color, Muslim women, immigrant women, and women with disabilities.
What to do
Ask the speaker to explain their comment: “How does that relate to the job requirements?”247 Or let them know the language is problematic: “You might not know this, but casually calling someone ‘OCD’ can be harmful to people with mental health conditions.” Then explain WHY IT MATTERS. You can also ask HR about training that raises awareness of mental health issues and encourages employees to use more inclusive language.248
Why it happens
Many people are in the habit of using terms like “OCD” casually and inaccurately, rather than in reference to the real conditions they’re meant to describe. This can be because they don’t realize how likely it is that someone around them has a mental health condition—nearly 1 in 5 U.S. workers does, but many don’t disclose this at work.249 It could also be because they haven’t learned much about mental health issues.250
In a meeting about hiring for a senior role that requires travel, someone questions whether a Latina would want to be away from her family that much.
Why it matters
The question is based on biased assumptions about this employee’s family commitments and ambition. It could mean she loses a major opportunity that she’s qualified for and that your company misses out on her talents.
Intersectional biases
Use this set to educate employees on the compounding biases faced by LGBTQ+ women, women of color, Muslim women, immigrant women, and women with disabilities.
What to do
Ask your co-worker, “What makes you think that?” This may make them realize their comment isn’t based on hard evidence. Explain WHY IT HAPPENS: Latinas are often stereotyped as having lots of kids or not being career-oriented. You can also recommend asking all of the candidates how they feel about the travel requirements. Let them speak for themselves.
Why it happens
This comment may be influenced by several stereotypes about Latinas: that they aren’t ambitious in their careers, they usually have a lot of children, they prioritize family more than other groups do, and they’re more naturally suited to junior roles. All of these preconceptions can keep Latinas out of the senior roles they’re qualified for.
You’re asked to interview candidates for a role on your team and notice none are women.
Why it matters
Your company is likely missing out on talented candidates—and women are missing out on a chance to advance their careers. This is a widespread problem: fewer women than men are hired at the entry level, and at every subsequent step, the representation of women further declines.
Intersectional biases
Use this set to educate employees on the compounding biases faced by LGBTQ+ women, women of color, Muslim women, immigrant women, and women with disabilities.
What to do
Talk to the hiring manager. Point out that there aren’t any women being interviewed. Suggest an additional push to identify two or more viable women candidates.
Longer term, recommend that your company start using diverse slates—that is, include at least two women and underrepresented minorities in each candidate pool. This has been shown to reduce bias in hiring.
Why it happens
This may be happening because fewer women work in your field. But it may also reflect bias in your company’s hiring process, an area where all types of bias can come into play, from favoring people like yourself (affinity bias) to holding women to higher standards (performance bias).
A coworker criticizes her manager, an Asian woman, for being “ruthless” and “abrasive.”
Why it matters
The comment may negatively—and unfairly—influence other people’s perceptions of the woman’s leadership ability and character. The language is subjective and vague, which makes it more likely to be influenced by bias.
Intersectional biases
Use this set to educate employees on the compounding biases faced by LGBTQ+ women, women of color, Muslim women, immigrant women, and women with disabilities.
What to do
Ask your colleague to reexamine the basis for her criticism: “Could you give some examples?” Depending on her response, you can push back and reframe the criticism in a positive light. For example, if she says her manager is ruthless because she talks a lot about metrics, you can point out that that doesn’t seem particularly ruthless, just goal oriented. You could also explain WHY IT HAPPENS.
Why it happens
Because women are expected to be nice and accommodating, they are often penalized when they assert themselves. Compared to other groups of women, Asian women—who are often stereotyped as overly accommodating—can experience an even stronger backlash when they act assertively.344
Rooted in: Likeability bias
