Emtrain Blog

Be Conscious About Bias to Work Better

Be Conscious About Bias to Work BetterOur brain’s ability to make quick assumptions based on limited information is one of the marvels of our evolution. It helps us rapidly process information and protect ourselves in critical moments. We’re so used to relying on first impressions and stereotypes that we do it all the time, even in professional settings. We call this unconscious bias, and it shows up in the workplace in all sorts of ways, from interpersonal relationships to the way office temperatures are set. (Doubt that last one? Are you freezing in your office right now?)

Unconscious bias also influences how we think about our colleagues and our leaders, how we approach projects, and how we get and give opportunities.

Everyone’s Got Biases
Think you don’t have any biases? Check out our video to see if you’re right.

Don’t worry if you found you were more biased than you thought. We’re all somewhere on the scale. Situations involving bias occur around us every day, from microaggressions to much more serious incidents like the one just recently at Starbucks.

The Cost of Bias in the Workplace

Here’s another thought exercise: picture a genius. What image came to mind? For most people, it’s a white man. It’s not that all geniuses are white men (or that all white men are geniuses!) but instead the result of a quick mental shortcut.

Now think about who you’d like to hire next for your sales team. Is there a certain look or a certain background that you think is best? That’s the same sort of mental shortcut—and if you consistently use that as criteria when hiring, you’ll create a team of sameness.

Ample research shows that diverse teams are smarter, they make better decisions and they solve problems more effectively. On the flip side, research shows that teams that are racially homogeneous groups are less rigorous in their decision-making—and make more mistakes—than diverse ones.

Checking Our Biases

When we’re at work, we have to pause and make an extra effort to reconsider first impressions, assumptions, stereotypes and other mental shortcuts that we take throughout our busy days.

When we become aware of our biases, and take the time to correct them, it gives everyone a greater opportunity to learn, innovate and succeed.

Interested in helping your organization manage its unconscious bias? Contact us to learn more about our Managing Unconscious Bias Program, or sign up for a free course trial and check it out first-hand.

The Leaky Funnel: The Reason Your Talent Diversity Efforts Are Falling Short

‘Tis the season when technology companies publish their diversity numbers. And, despite a concerted effort to increase diversity, women and people of color are still underrepresented across all levels and particularly in senior leadership.

How does this happen? All organizations have three inflection points that can make or break diversity: recruiting and hiring, team dynamics, and career advancement. When unconscious bias kicks in and leaders give opportunities to people they feel “are the best fit for the team,” diverse candidates—like women and people of color—are less likely to get those opportunities

When diverse talent starts falling out of the corporate talent pipeline, we call it “The Leaky Funnel”.

Our Bias Keeps Showing Up

Unconscious bias is alive and well when decisions are made about individuals and their career opportunities.

Whether it’s hiring the person who will “work best in our culture” despite the fact that another candidate more clearly meets the stated criteria, or promoting the person who “looks like a leader” despite equally strong resumes across a more diverse candidate pool, senior managers continue to hire and promote people who look like—and think like—themselves.

Despite more awareness around diversity initiatives, these decisions get made again and again. Many managers know they’re deciding against the diverse hire, but they trust their gut and let it override the company’s initiative, hiring the candidate that “feels right” just this once.

The Leaky Funnel and the Corporate Pipeline

All of these little decisions add up. It’s why we see homogeneous engineering teams. Why there’s little improvement in diversity numbers for individual firms. And why there’s still such underrepresentation for women and people of color across all industries.

According to a comprehensive study conducted by McKinsey & Company and LeanIn.Org of over 222 companies employing 70,000 people, by the senior vice president (SVP) level, 70% of positions are held by white men.

If your company is working on diversity as an internal initiative or if your CEO has taken a public pledge, perhaps your organization would benefit from a more focused approach to help prevent the Leaky Funnel. Contact us to learn more about our Managing Unconscious Bias Program and how it supports opportunities for diverse talent to thrive, or sign up for a free course trial and see for yourself.

Drive Diversity by Focusing on These Three Company Culture Elements

Drive Diversity by Focusing on These Three Company Culture ElementsIf you’re working on diversity initiatives in the workplace you know it’s equally inspiring and frustrating. Research shows that companies with diverse talent pools achieve greater innovations, more productivity and higher profitability. So companies are spending hundreds of millions on diversity programs, yet getting very little return on their investment. Diversity numbers have increased only a percent or two—and in some cases, diversity is decreasing. As Google, Uber and Starbucks know, it only takes a leaked internal memo, a Medium blog or a YouTube video going viral to show the world the worst. For every two steps forward, we take a step back.

Scandals aside, why is there so little progress being made in recruiting and retaining diverse talent? If diversity is a focus, if talented people are holding dedicated diversity and inclusion roles, if the budget is being applied, why aren’t we seeing positive effects?

It comes down to two things: The Leaky Funnel and corporate culture.

The Leaky Funnel is a concept that explains how bias (conscious and unconscious) affects diverse candidates at three key points in their career: when being recruited, when navigating team dynamics and when in the promotion process. To drive positive change, organizations need to bring daylight to each of these areas, with structured processes and mini-interventions when things go wrong. We’ll share tips on each of these below.

Corporate culture, particularly an organization’s ability to accept, appreciate and admire diversity, is a bigger shift because complex human behavior and legacy tactics have already shaped the politics and power structure. Shifting from the status quo rocks the boat: some people will have to take a step back to let others ahead. 

Leaders can’t just change their organizational culture. Cultures evolve, there’s no top down or bottom up magic to apply. Luckily, there are some good habits and cultural competencies that companies can promote so today’s employees can adopt to start the shift towards embracing diversity. We share some of these below too.

Improving Culture With Targeted Efficiency

In today’s competitive and fast-paced environment, companies don’t have a lot of time to experiment. Busy managers and individual contributors alike can focus on some key areas with impactful tactics that start to make a difference right away.

Recruiting with Diversity in Mind

For high-growth companies, hiring for open headcount is a fantastic opportunity to improve diversity numbers. Recruiting efforts have good leadership, ample budget and an array of external resources to find talent that hails from diverse backgrounds, whether that be academic backgrounds, ethnicity, race, or gender. A structured hiring process helps a company be efficient, and, when done right, can help keep bias out of the system.

For example, companies can:

  • Articulate relevant qualifications for a role before beginning the candidate search
  • Search from a wide swath of candidates, employing the Mansfield rule (version 2.0: a pledge that women, minority, and LGBTQ candidates will make up at least 30 percent of the candidate pool for promotions, senior-level hiring, and significant leadership roles.)
  • Develop guidelines to evaluate candidates’ answers in advance of interviews (i.e., articulate what good, great and bad answers look like.)
  • When interviewing multiple candidates for the same role, ask all candidates the same questions, and use a rubric to score candidates answers.
  • Bring interviewers back together to discuss candidate scoring and agree on the final candidate

Structured interview processes are often successful...right up until the final decision. That’s where they, unfortunately, break down. Because of corporate culture, hiring managers often have a certain type of person in mind. They set aside this preference as they interview, as they narrow down the candidate list, and maybe even until they’re down to two candidates. Then the pressure’s on. 

Knowing they’ll be judged on their decision, they look up their reporting line as they consider their choice. If their reporting line is a series of white male leaders, for example, perhaps they’ll feel more comfortable—and validated—bringing on the white male candidate. This may influence the interview team’s decision, or cause the manager to pull rank and make the decision on their own. Often it’s not done with harmful intentions. In fact, by rationalizing “it’s just this once” or “this is a really important hire, we have to get it right” the decision maker(s) may sacrifice diversity for the more obvious “cultural fit.”

So what to do?

First, the interview process needs oversight from an impartial HR, recruiting or diversity lead. They can bring the conversation back on track when it starts to go off the rails.

Second, senior management needs to announce, socialize and reaffirm the desire for diverse hires. No one should feel that someone up their reporting line will second-guess them if they select the best person for the job and the candidate doesn’t look like everyone else. In fact, senior managers should proactively question their hiring managers when they see a pattern of sameness across new hires.

Third, teams and individuals need to check themselves when they start to rationalize why selecting a non-diverse candidate isn’t right “this time.”

Team Dynamics That Encourage Diversity

Let’s say we’ve solved the recruiting process, and we’re getting lots of great, diverse candidates in the door. Do they onboard quickly, contribute broadly and thrive? Or is your company equally challenged with supporting and retaining those diverse candidates?

The old adage goes that people don’t leave companies, they leave bad managers. Of course, it’s a lot more complicated than that, but arguably, the manager has great influence over an individual’s sense of success, from helping match them with projects that play to their strengths, to giving recognition for a job well done or guidance when expectations are missed, to providing stretch opportunities and setting compensation to incent and reward them.

Team dynamics go beyond that: it’s the peer group of the formal “org chart” team and the interpersonal relationships and interactions with other colleagues who collaborate on projects and initiatives. These, plus employee resource networks and interactions with senior leadership all play into an individual’s sense of belonging at work.

Let’s look at one common culprit that can make people feel awkward and demotivated: meetings.

Every company has its own culture around meetings, and frankly, most aren’t great. Outrageously dysfunctional meetings have been the focus of everything from Dilbert cartoons to the popular “The Office” TV show. But more subtly dysfunctional meetings create situations that exclude and demoralize employees.

To level set, we’ll start with some common best practices that companies use to create meeting norms:

  • Develop meeting agendas in advance
  • Have protocols to ensure that everyone is heard
  • Monitor interruption behavior

Why are these so important?

By planning an agenda and either distributing content prior to the meeting, or collecting afterthoughts following the meeting, you’re enabling introverts—half to a third of all people—to more fully participate. By monitoring and stopping interruption behavior you reorient the group to listen, and in many cases you enable women--who are more frequently interrupted, to participate more fully.  

Why else might meeting agendas matter? Because people plan their days around the meetings they need to be in, and too often a forgotten contributor misses out. Imagine a meeting that unexpectedly comes around to a conversation about a big opportunity and a decision is quickly made. And now imagine the possibility of a mini-intervention “Hey, wait a second guys. This wasn’t on the agenda for today’s meeting. There are people who aren’t here who need to be involved in this decision. Shonda has the most experience and will have a ton to contribute. Let’s set up another meeting tomorrow when we can be sure to get everyone together to make this decision.”

Meetings often start with the best intentions, but can easily go off track. To be fair, in a fast-paced environment, organizations can hardly slow down to make sure that everyone is perfectly happy. But being a little more thoughtful doesn’t need to take much more time, and the impact can be great.

Career Advancement That Champions Diversity

When you’ve got the diverse candidates in the door and you’ve found ways to support them, the last hurdle is the promotion process.

How big is the hurdle? It depends on your organization, but if broad statistics are any indication, the hurdle is pretty high. Corporate pipeline research conducted by McKinsey & Company and LeanIn.org entitled “Women in the Workplace” shows how diversity statistics (by grouped categories: white men, men of color, white women, women of color) decrease at each corporate career stage, until white men dominate 67% of C-Suite roles.

Women in the workplace corporate pipeline research

Just like in recruiting, a structured promotion process helps a company be efficient, and, when done right, can help keep bias out of the system.

For example, companies can:

  • Identify and document specific reasons for people-related decisions
  • Make sure to hold people to consistent standards when evaluating performance
  • Apply clear and consistent criteria when determining to whom to provide career opportunities

Fair and unbiased promotions are critical to ensuring that diverse talent has the opportunity to advance within an organization. But another element of the promotion process is equally important, because the way people get promoted, and the types of people who get promoted, reinforces a company’s culture in multiple ways.

Firstly, in some organizations, the promotion process is full of folklore and mystery. Stories of demanding clients, punishing projects, or near breakdowns often accompany the heroic ascent of chosen leaders. Even if the process isn’t that mysterious, things like who to get to know, who needs to know you, who really controls the promotion path, and how many people can get promoted this year, are all part of the chatter that happens at mid- and senior career levels.

Secondly, the people who get promoted—as a group and as individuals—send a signal to others about the types of leaders the organization values. It’s an indication of the styles and skills that are currently in favor with mid- and senior management.

Thirdly, the people who get promoted reconfirm the processes we’ve looked at here: recruiting, team leadership and advancement. They’ve made it through the process, and assuming they continue to advance, they’ll continue to influence how these processes run for many years to come.  

As you contemplated these three points, you may have been thinking of the different impact that diverse and non-diverse candidates have on your corporate culture when they make it through the promotion process.

But it’s also worth considering the positive impact you can make by promoting people who value diversity. Notice we say promoting people who value diversity—and not diverse candidates. Though they may be one and the same, the modern leadership characteristic of embracing and empowering diversity can come from anyone—and valuing this characteristic in the promotion process reinforces the broader effort, while helping to evolve the culture and creating diversity expectations as the norm.

We’ve focused on a few key ideas here but for more strategies and research on recruiting and development, see the "Managing Unconscious Bias" white paper from Paradigm, a leading diversity and inclusion consulting firm.

5 Steps to Patch Your Leaky Funnel

So, you’ve decided to patch up The Leaky Funnel in your company by concentrating on recruiting, team dynamics and the promotion process. You’re excited about how these ideas may help improve your diversity numbers and how they may also evolve your culture towards embracing diversity. How do you proceed?

  1. ROLL OUT structured processes for interviewing, team operating norms and the promotion process.
  2. REPEAT the reasons for the structured process often. Why are they important to your organization? How do they align with your company’s strategic goals? To attract the best talent, to better reflect our clients, to improve innovation, etc.
  3. REINFORCE good behaviors. Appreciate people who drive diversity. Celebrate more diverse hires, more equitable opportunity allocation, more diverse promotions—but provide targeted support to ensure effective onboarding, better retention and ensure success for new senior leaders.
  4. REDIRECT the behaviors that erode the above. When someone says “culture fit” when someone interrupts, when someone questions the competency of a newly promoted diverse manager, step in with mini-interventions and reiterate the benefits that come from a structured process.
  5. REAP the benefits. Enjoy the increased productivity, innovation and profitability that comes from building and maintaining diverse teams.

We know it’s not that easy. We know that for two steps forward sometimes we take a step back. But if companies continue to double down diversity efforts—and there’s every indication that they will—individuals have every incentive to figure out how to embrace and empower diversity. A structured process around recruiting, team dynamics and career advancement combined with mini-interventions when things start to revert to old cultural norms can help drive real change.

The people at the companies who get this right have the greatest opportunity ahead. Go get it.

To learn more about Emtrain’s Managing Unconscious Bias Program, which includes a 30-minute online course, data analytics, and microlessons, contact us.

Decision-Making in Workplace Investigations: Keep it Fair

Remove unconscious bias from your workplace investigationsNow more than ever, companies are being held to a higher standard when it comes to workplace misconduct. They must have reliable and safe methods for employees to report misconduct, and they must establish trustworthy mechanisms for investigating and resolving those concerns. That means making sure that your decision-making when investigating claims of misconduct is free of actual or perceived bias.  We hear about the mental shortcuts our brains take to get through our everyday lives. Research tells us that many of these shortcuts are necessary and harmless, but more and more studies show that these shortcuts are sometimes quite damaging, especially when it comes to basing our workplace decision-making on stereotypes and faulty assumptions.

The discussion around unconscious bias at work has primarily focused on the employee life cycle—from hiring to promotions and from employee development to pay equity. An area that hasn’t been explored as extensively, however, is how our unconscious biases affect our ability to make sound decisions in the area of workplace investigations.

Corporations Must be Fair When Receiving and Addressing Complaints

How do we ensure that our decision-making is fair from the time a complaint is made until the investigation is finalized and a resolution is implemented? First, it requires a recognition that these unconscious biases exist and that they may inadvertently taint the decision-making of anyone associated with the complaint-investigation-resolution process.

This means that line managers—the group employees are most likely to turn to if they have a concern—must know how to distinguish between a relatively straightforward employee relations or performance issue (meaning an issue they can likely resolve on their own) and an issue that presents a more serious complaint that needs to be formally investigated.

And then there are the people in charge of actually conducting the investigations–are they being fair when making decisions about important issues like whether to investigate, who to interview (or not interview), or when making credibility determinations?

Finally, those in charge of participating in the process of fixing problems uncovered by a workplace investigation must be equally careful to make sure their own biases don’t negatively impact their decision-making.

How Unconscious Bias Can Negatively Impact Workplace Investigations

So what are some of the most important ways to watch out for unconscious bias when receiving employee complaints, investigating those complaints, or implementing remedies to make the workplace better?

There are several, but two of the most important are confirmation bias and affinity bias.

  • Confirmation bias refers to our human tendency to look for evidence that confirms our preconceived notions. That means that if a line manager automatically thinks that an employee who complains of misconduct is lying, that manager will look for evidence to confirm that belief or, worse, may decide that there is no need to investigate. This type of bias also creeps into decision-making when an investigation is conducted. An investigator who reaches a conclusion before considering all the evidence might decide to only speak with witnesses she knows will support that early conclusion. This almost always leads to a conclusion that is based on an incomplete picture.
  • “Similar to me” bias refers to our tendency to favor information from those who are “like us” (or to discount information from those who are different from us). The affinity might be based on factors such as race/ethnicity or gender, but in the case of investigations, an equally dangerous affinity might be based on position (is the accused a manager like me?) or other shared characteristics (the accused is married like me, is the same religion as me, and since I’d never engage in the misconduct, I bet he didn’t either). Failing to recognize and eliminate affinity bias can have dire consequences during the investigation process and is equally dangerous when deciding on consequences to the misconduct (typically seen in lenient discipline if the person found to have misbehaved is “like” the decision-maker).

One hallmark of environmental health is the extent to which companies establish procedures for handling complaints of misconduct, and the extent to which they follow those procedures when employees raise concerns. Eliminating unconscious bias from that process is vital for employees to feel they are part of an organization that takes complaints seriously, investigates them fairly and distributes discipline for misconduct in an even-handed way.

What We Can Learn from Real-world Stories of Diversity and Bias

What We Can Learn from Real-world Stories of Diversity and BiasAs we’ve been helping companies create a more inclusive and diverse workplace with unconscious bias training, we’ve been lucky to accumulate some very rich qualitative data in the form of stories that are shared in response to the course material. We think that the thoughtful, safe environment of an online course that encourages an open mindset and nudges behavior change is a primary driver of encouraging participants to share their stories. We also promise anonymity, and this combination seems to make employees particularly open to sharing their personal stories.Why Personal Stories Matter

Personal stories are a particularly important element in efforts to create a healthier corporate culture because stories can impact their audience's beliefs, attitudes, intentions and behaviors. Stories tend to stay in people’s minds. Whether it’s a board member, an executive, a line manager, or an entry-level employee, someone’s emotional reaction and empathy response to hearing a story from within their own organization carries over into future actions and influences future decisions.

We’ve seen a range of stories from heartwarming to haunting, and share a selection of those stories with you to give a first-hand perspective of how unconscious bias affects the workplace.

The Positive Side of Bias and Diversity

Although many of the stories that are shared fall under the “what not to do” umbrella, we do often hear stories from employees who understand and appreciate the diversity in their organization, even if there’s still some work to do.

Here’s how we’ve heard employees talk about their understanding of why diversity is important for business:

“We have diversity in nationality of people where each one comes from a place and a culture that help understand more the diversity of customers we have.”

“Following good discipline of Involving the entire team to make collective decisions and planning helped my team deliver critical projects. Another team I work lacked clarity and less organized with sprint work repeatedly missed delivery milestones and project delays.”

We also hear from employees who seem to just appreciate how great it can be to work in a diverse environment:

“My team has to resolve problems on a regular basis. If everyone thinks alike then they all solve the problem in a similar way and if a problem is seen as difficult then it will be difficult for all team members. A team made up of people that think in different ways solves problems faster with more creative solutions.”

“Each person on our team is different in one way or another and that continually helps us make better decisions. Especially working with some many different cultures everyday.”

There are also stories that recognize people with great ideas who may be discounted or ignored because of bias:

“I have a colleague who is extremely smart and offers great ideas and potential. He feels limited by not having a college degree, and that's a shame, to me, because his ideas and abilities are more thoughtful with potential impact than his peers.”

“Neighboring team member has great ideas. Her team does not listen due to age and background. It is a loss for all involved.”

These stories all highlight the promise and opportunity of diversity: making better decisions, capturing great ideas—in fact, some recent research shows that inclusive teams make better business decisions up to 87% of the time.

Even the stories of an individual suffering from bias are promising because there’s keen awareness from a colleague that there is an issue. If every organization had employees who were aware in this way and nudged their colleagues to help flag similar cases, they’d be well on their way to creating a healthy culture.

Bias and Diversity Issues Impact Critical Areas

Of course, many of the personal stories show issues in areas that we know bias regularly lurks: recruiting, team dynamics and career advancement.

We see problems in specific areas like recruiting:

“A colleague told me about her experience interviewing for a new role internally and mentioned that the interviewer started the conversation by saying that the focus of their interview would be determining "culture fit." That alarmed my colleague because she is Latina and the interviewer is White, so she immediately felt that she was not going to receive an offer because she is not of the same ethnic background. She felt that she performed poorly in the interview and, ultimately, did not receive the offer. The interviewer may not have explicitly meant that "culture fit" meant White, but her approach brought bias into the interview when it shouldn't have.”

“Oh. My. Goodness. I worked for a firm where every female candidate who had thoughts was considered a bit too "headstrong and opinionated." It was clearly gender bias.”

We also hear how challenging it can be for certain people to participate in meetings:

“I have been in several senior management meetings where the number of men far outnumbered the women. In one such meeting, when a woman spoke up, a comment was made to the effect of, "You always have something to say, don't you?" Although this comment was made jokingly, I did feel it came across as somewhat sexist, albeit subconsciously.”

“One of our most talented analyst was soft spoken in meetings and as a result was not heard. After mentoring, employee gained confidence and offered up ideas and suggestions in a clear and articulate manner”

Bias also makes social interactions in the workplace awkward:

“Most of my colleagues are men, and they seem to want to hang out together all the time. They huddle and laugh about stuff regularly, high-fiving, and hugging. Although they are very nice to me and laugh with me as well, they are much more guarded in conversation, avoiding one on one time in general.”

“Certain people (white) are left out of offsite lunches (Asian). they are not invited to join in.”

Bias can also cause managers to make decisions that impact individuals and the broader team:

“We let go an extremely talented analyst back in June of 2016 because of a perception that he was not focused enough on business value. My sense is that this was the perception of his manager because the manager had come from a business consulting background and the analyst had not. Also, I don't believe that the analyst had been given this feedback and given an opportunity to address it. I'm not sure if the fact that the analyst was raised in China had an impact on the manager's perception of him, but it might have.”

“My director, who is otherwise awesome at promoting diversity, only seems to ever ask a couple of my male counterparts out for drinks. This gives them face time with him that I don't get, and will probably impact my promotional opportunities.”

“A former boss routinely noticed and referred to Asian team members and candidates as such, and also seemed to perceive them differently, with a low level of trust. He also referred to past coworkers that were Asian that he didn't trust. The same boss also seemed uncomfortable with a gay member of the team. I get the sense that he was not aware of it.”

We see stories of bias in performance assessments, whether it be formal or informal feedback:

“In feedback I've seen some comments that seemed like they reflected gender-related bias - for example, I had a female employee who was described as "impatient". I was uncomfortable taking that at face value and felt that an impatient man would be described as appropriately challenging his team to step up and deliver. Ultimately I took the "impatience" as a positive attribute of my employee, but also gave her feedback that she sometimes shows her frustration more than she intends (which it turns out she had been told before).”

And stories that show how companies send signals about the “right” type of leader:

“A woman in a senior role resigned and was replaced internally by a man; his status, title and role attributes were immediately elevated compared to the prior person-woman in the role, although there is no indication he is more qualified for the role than she was.”

Amongst the comments about unconscious bias, we occasionally see heartbreaking examples of conscious and explicit discrimination:

“I once worked for a company where the general manager interviewed people for a job and ended up throwing the Black candidates applications in the trash basket after they leave, calling it the Black people's filing cabinet. I felt horrible especially that my desk was right across from him and could tell that some of the candidates he rejected were highly qualified for the job than the ones he chose. Being a minority, I kept it to myself.”

From deeply troubling (and illegal) to subtly off, these stories show varying degrees of bias in the workplace. It’s important to remember that people from all backgrounds and beliefs are present in our workplace. Though our laws and workplace cultures have mostly moved beyond racism, it was not that long ago that candidates of color experienced explicit, broad, and legal discrimination. It was not that long ago women were prevented from or strongly discouraged from holding roles that were “meant for men.” Stereotypes and expectations continue to influence how people are perceived, evaluated, heard, supported and promoted.

Structured processes for recruiting, oversight and awareness around team dynamics, and a focus on management and career advancement can help reduce bias by ensuring a fair assessment on a level playing field. Teaching people about unconscious bias can help raise awareness to root out the more subtle but equally harmful situations.

Why Getting This Right Matters: Retention

There are several reasons why we need to explore unconscious bias and bubble up those lingering impressions, stereotypes, and assumptions to our conscious. But perhaps one of the most important reasons is to attract and retain high potential talent.

The more that people, managers, teams, managers, departments, and organizations can learn to recognize and appreciate differences—across gender, race, ethnicity, mental and physical abilities, work styles, and lifestyles—the more inclusive they’ll grow to be. They’ll discover and unlock the potential of their talent in a way that moves the business forward, and create an environment that makes their most talented people feel more engaged, energized and ready to deliver on the next challenge.

Personal stories that are extremely rich in context have the power to influence beliefs, attitudes, intentions and behaviors, and can help organizations achieve their goals and grow and maintain a strong and healthy culture.

Contact us to learn more about Emtrain’s six-part Managing Unconscious Bias Program.