A call to arms for leaders - 5 rules to reduce bias

Difference inspires business
A CALL TO ARMS FOR
LEADERS: 5 RULES TO
REDUCE BIAS

2
When leaders talk about race, or when they are
encouraged to discuss it, the standard line – which is
something of a cliché – is that we must not be afraid to
have ‘the conversation’.
Race has even been labelled as a taboo subject.
The key issue is that different groups have different
perceptions about the significance of race in
organisations. Minorities see it as having an impact on
their working lives, whilst the white majority don’t tend to
consider race discrimination to be that important.

3
Your role is critical
Accept there’s a problem
Make your presence felt
Acknowledge that race impacts decisions
Create the climate for change
1.
2.
3.
4.
5.
5 rules for leaders to
reduce bias:

4
1. YOUR ROLE IS
CRITICAL
Don’t ignore it

5
YOUR ROLE IS CRITICAL
The authority of figures is crucial. Occasionally, a
CEO or other senior figure will make a statement to
the effect that ‘race discrimination is bad’, as if the
mere pronouncement of this platitude will lead to the
automatic eradication of racist behaviour.
Leaders are judged on their actions, not their words.
If a racist incident occurs in an organisation and the
perpetrators are not challenged, people will draw
their own conclusions about the leader’s sincerity,
and the climate will not improve.

6
YOUR ROLE IS CRITICAL
Leaders’ genuine commitment to ensuring
all their staff are treated fairly is an
essential element of leadership, not a
‘nice to have’.

7
2. ACCEPT
THERE’S A
PROBLEM
Stop denying it

8
ACCEPT THERE’S A
PROBLEM
We all have racial biases of some kind or another,
whether we are consciously aware of them or not. This
applies to leaders too. Elevation to a leadership position
does not automatically make a person wiser, fairer or
more clear-sighted.
You may fervently deny that you or your organisation
has a problem, but that’s what it is: denial.

9
ACCEPT THERE’S A
PROBLEM
A wonderfully effective way to remain in
this state of denial is to not collect any
data.
In fact, in some countries in the world,
collecting data about race is illegal.

10
ACCEPT THERE’S A
PROBLEM
However, not having any data means that we can ignore
discrimination, perpetuate a belief in our colour-blindness and
avoid having to confront uncomfortable truths.
When data can be legally collected, not all organisations choose
to do so, as they dislike having to discuss the subject. This
emotional discomfort leads to an unwillingness to obtain data.
Often, when organisations do collect this data, they often solicit it
in a way which ensures the return rates are low.

11
ACCEPT THERE’S A
PROBLEM
The categories we use when collecting such data
can also cause problems, as its not unusual for
organisations to collapse data from a number of
groups into one catch-all category:
‘BAME’ or ‘Minorities’.

12
ACCEPT THERE’S A
PROBLEM
The rationale is often that the sample size for some
minorities is too small to allow meaningful analysis, so the
data is combined to create a larger sample size. But this
defeats the purpose of the exercise. The fact that a sample
size is too small for some groups is actually an important
part of the story that organisations need to understand.
Combining these categories can also provide a great sense
of false security about the scale of the problem.

13
ACCEPT THERE’S A
PROBLEM
However, even when data is collected more conscientiously, it
can still be interpreted with bias. When data is collected
separately by ethnic groups, differences between them will
inevitably appear.
For example, it may transpire that some minorities are more
likely to be employed than others.
Differences revealed by data collection are interpreted as
competition between ethnic groups – casting minorities as
outsiders, fighting each other to infiltrate the organisation.

14
ACCEPT THERE’S A
PROBLEM
The simplest way you can measure the race make-up of
your organisation is to look around you.
Who is represented in your senior cadre? How many
minorities do you, as a leader, meet in a meaningful way
during the course of your day, week or month?
When you look around, do you see yourself looking back?

15
3. MAKE YOUR
PRESENCE FELT
Don’t be invisible

16
MAKE YOUR
PRESENCE FELT
Many senior leaders get involved in diversity efforts at a
token level:
Speaking at conferences
Endorsing policies
Permitting activities such as minority network groups
Looking favourably on slew themed ‘heritage’ weeks.

17
MAKE YOUR
PRESENCE FELT
Tokenistic gestures make people feel warm and righteous.
But such actions are the bare minimum. These actions can
be undertaken with minimal effort – and often without
leaving your desk. The term for this kind of behaviour,
‘virtue signalling’, was only coined in 2015 – yet is seems
instantly familiar.

18
MAKE YOUR
PRESENCE FELT
Demonstrating real action requires more than minimum effort:
leaders must be visible.
If the organisation has set up networks and events, then turn up,
ask questions and spend time talking to people about their
experiences and opinions.

19
Perhaps the most important action leaders can take is
to listen to employees they may not have much contact
with in the course of a typical day.
The leader’s personal presence and involvement will
be noticed and appreciated.
MAKE YOUR
PRESENCE FELT

20
4. ACKNOWLEDGE
THAT RACE
IMPACTS
DECISIONS
Don’t believe you are somehow exempt

21
Race is an anxiety-ridden topic. It is difficult to discuss race
without being concerned that you might say something out of
place or use a word that causes offence to someone.
But the prospect of error or discomfort is no reason for leaders
to avoid discussing the topic.
Leaders tackle difficult subjects all the time.
That is what they are paid for.
ACKNOWLEDGE THAT RACE
IMPACTS DECISIONS

22
Participating in race-related events and talking about their
involvement is an easy way to start.
Sharing experiences and the learnings gained encourages others
to get involved.
Another way for leaders to enter the dialogue and find their voice
is to use a coach – someone with whom they can have private
conversations with, and who is knowledgeable on the subject and
can help develop their confidence.
ACKNOWLEDGE THAT RACE
IMPACTS DECISIONS

23
5. CREATE THE
CLIMATE FOR
CHANGE
Make your actions match your words

24
Leaders have the authority and status to create a climate in
which equality and diversity are taken seriously.
They set the priorities, and others follow.
Many leaders have paid little attention to race equality over
the years and believe that society has moved on from racial
discrimination.
Today’s leaders have a crucial role in correcting these
omissions and challenging incorrect perceptions.
CREATE THE CLIMATE
FOR CHANGE

25
Bringing about real change requires leaders to set the
agenda, monitor progress and remain focused. It also
requires them to make sure that they take the lead in
ensuring that people are selected, assessed, appraised,
promoted and treated fairly.
It is not just about ensuring that processes are fair, but that
we are too.
Taking personal action and letting others know about it sets
a positive example for others.
CREATE THE CLIMATE
FOR CHANGE

26
To read more about modern racism, how it manifests in
the workplace and how we can all play a part in
addressing it, visit:
pearnkandola.com/racism-at-work/
And to find out more about the book: Racism at Work:
The Danger of Indifference, visit:
pearnkandola.com/book/racism-at-work/

A call to arms for leaders - 5 rules to reduce bias

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to A call to arms for leaders - 5 rules to reduce bias

Similar to A call to arms for leaders - 5 rules to reduce bias (20)

Recently uploaded

Recently uploaded (18)

A call to arms for leaders - 5 rules to reduce bias