Exploring Unconscious Bias

1. Exploring Unconscious Bias

2. Agenda • Why are we hosting unconscious bias training? • What are the key concepts for inclusive leaders? • How does inclusion help me? • How does inclusion drive business results? • Tips and guidelines for inclusive leaders

3. Why are we exploring unconscious bias?

4. What are the objectives of this training? • Developing people into more impactful leaders that have the keen ability to practice inclusive thinking and behavior. • Shaping people to create new habits and new ways of thinking; which can only be achieved if we equip leaders with the skills to help drive new behaviors. • Recognizing the role you have and becoming more self-aware about the changes required to create new behavior.

5. Unconscious bias • What is unconscious bias? • Your background, personal experiences, societal stereotypes and cultural context can have an impact on your decisions and actions without you realizing. Implicit or unconscious bias happens when our brains make incredibly quick judgments and assessments of people and situations without us realizing. • Implicit Association Test: https://implicit.harvard.edu/implicit/

6. Bias: deep dive • Confirmation bias – looking for things that confirm your beliefs and ignoring things that go against your beliefs • Halo effect – having positive thoughts immediately and even when things go wrong • Horns effect – having negative thoughts immediately and even when things go well • Similarity bias – Preferring a style or profile similar to your own

7. Potential forms of unconscious bias • Human tendency to be drawn to people like yourself • Not only those who are the same gender, race, sexual orientation or age as you – but also those who have the same work style, grew up in the same state, went through similar schooling, came into the firm at the same stage as you, etc. • Informal comments or jokes made in passing • Impressions rather than observable actions • Highly positive or negative single statements

8. Unconscious biases • All of us have them. • Self-awareness is the key to shifting unintentional bias. • They can be positive. They can be negative. • It is important to be aware of your biases in order to keep them in check when teaming with internal or external people. • It is often our informal interactions that reveal where our unconscious bias resides. • Small changes in behavior and shifting how we make small decisions can make a big difference in moving us away from bias.

9. “Frames of reference” • Our individual “system of meaning”: • How we perceive, evaluate and relate in a social context • Biases and preferences we apply in our interactions based on visible and invisible cues Culture shapes our frames of reference

10. Example: The Ladder of InferenceFrame of reference in action Take actions Jane has poor leadership skills. Jane would not be a strong candidate for Big 4 internship Adopt beliefs Jane cannot lead a team. Jane may not feel comfortable in a Big 4 environment Draw conclusions Jane knows the issues and is not assertive enough to speak up during meetings. Jane knows the content yet is not assertive enough to speak up during class Make assumptions Jane is the senior and should speak up to support the team. Jane is a junior and should speak up to contribute Add meanings Select data Frame of reference Jane speaks once during classroom seminar Observable data Jane speaks once during the client meeting. Ladder of Inference, Source: The Fifth Discipline Fieldbook by Peter Senge

11. Example: Shift the frame of reference Take actions Jane is one of our best seniors. Adopt beliefs Jane is an important member of our team. Jane has a good understanding of the issues and knows how to listen to the client. Draw conclusions Make assumptions Jane made a very insightful comment on the issue. Add meanings Select data Frame of reference Jane speaks once during the client meeting. Observable data Ladder of Inference, Source: The Fifth Discipline Fieldbook by Peter Senge

12. Insider-outsider dynamics Insiders • Have the formal and/or informal power • Set expectations and reinforce and reward • Have the most to gain from the maintenance standards Outsiders • Have little or no power • Expected to adhere to the dominant standards • Are put at a disadvantage • “Assumed” insiders can feel like outsiders Depending on the situation and circumstances, each of us can be either an insider or an outsider. Have you ever experience being in or out of a “clique”?

13. Table exercise: Insider-outsider dynamics • Think about your current or a recent engagement: • Identify insider-outsider dynamics that were at play. • How could you work to improve insider-outsider dynamics in this scenario? • What is the onething that you can do to make an individual feel less like an outsider? • What can an outsider do to feel more included?

14. The diversity and inclusiveness culture change continuum DiversityAll differences matter. • Thinking style • Leadership style • Gender • Diverse abilities/ disabilities • Country of origin • Service line • Location • Ethnicity • Education and work experience • Religious background • Sexual orientation • Generation • Socioeconomic background • Other differences InclusivenessLeveraging differences to achieve better business results; creating an environment where all people feel, and are, valued • Framework adapted for EY from The Guide for Inclusive Leaders, by Joerg Schmitz and Nancy Curl. (Princeton Training Press, 2006)

15. Practical tips for inclusive leadership • Ask questions: Show genuine interest and curiosity. • When planning for a client meeting or discussing a change in direction for the engagement, include junior colleagues with diverse backgrounds and different generational perspectives. • Spend time together: Extend invitations beyond your inner circle. • Let your expectations be known up front. • Share your experiences: Be open about your challenges and strategies for navigating your career with a diverse group. • Involve junior team members: Help bridge generation gaps. • Be available and communicate you are available. • Team + 1 What else can we add?

16. Inclusion tips • Communicate broadly to your team in an inclusive manner. • Watch for habits that reflect favoritism. • “Go-to” relationships • How might they disadvantage others? • Don’t be afraid to show a genuine interest in the perspectives and backgrounds of individuals on your team. • Try to ask for different ways of approaching a problem when there is time.

17. Be curious with good intentions • People can tell if you have good intentions. • Don’t stress about each word you say. • With a goal to open up a more personal dialogue, ask … • When did you decide what your career goals were? Why? • Were there people who inspired you to make this choice? • Did you have mentors or influences? Who were they? • Where did you grow up? • What are some values from your family, school or other work experiences that you bring to work? • What else might you ask?

18. Ways to counteract bias Pause and reflect • Know the drivers of your actions and behaviors • Look for objectivity and be mindful of stereotyping, from both you and others

19. What does good leadership look like? • Values differences • Creates a welcoming • environment • Fosters opportunities for all team members • Is aware of unconscious bias and takes active steps to manage it • Takes timely and appropriate actions if people feel excluded • Takes the time to understand team members personally: home life, hobbies, values, etc. • Recognizes everyone’s differences and accepts, respects and celebrates them • Considers the opinions/experiences of all ranks and embraces views different from their own • Provides a platform for sharing and collaboration • Fosters an environment where everyone feels empowered to contribute • Assesses where we are on the inclusion journey and consider ways to improve EY’s culture • Provides and encourages timely feedback • Try to maintain diversity at all ranks • Provides experiences for all talent to grow through stretch opportunities with a supportive team at the same frequency • Encourages sponsors to build relationships with diverse talent • Creates depth of experiences across the team and does not rely on only a select few • Challenges assessment of performance due to differences in style