Essentially, the timing was right for us and the unconscious bias piece linked the dots. It has provided fresh energy and a new direction for us. There have been a number of different impacts:
1. Hearts and minds
I have seen a shift from systems, policies and programs to personal engagement – the hearts and minds. The training landed on fertile ground for us, as a fundamental aspect of our leadership development is ‘understanding self’. There is a new central group with new joint chairwomen as a driving force, and this is underpinned by support of the CEO and the Executive, as well as by regional groups who are the local drivers of change. So we have both a top down and a bottom up approach. And this approach is supported by really passionate individuals. We include diversity as a standing item on the agenda of each leadership meeting, for example at practice groups and with the Executive and Board. You can’t help but talk about it when it is a standing item on the agenda.
2. Greater Awareness
Sometimes people think they understand bias, but really they don’t. I remember one CEO (in another organisation) who said “I get diversity” but one of my staff challenged him by asking “What time is your first meeting?” He replied “7:30”. So then she asked “Who takes the kids to school?”. The penny dropped for him and he responded, “It’s difficult isn’t it”.
In many ways, the training has opened the door for people who didn’t want to have a discussion about diversity. Interestingly, we had much greater interest in the workshops once word of mouth had got around that it was thought provoking and personally insightful.
It has given us courage to ‘call’ negative behaviours. I see it with management – there is a mindfulness for people to ask themselves “Why do I like this candidate?” and it has given permission for people to call out behaviours when they see unconscious bias, e.g. in the way someone is being described. We ask ourselves, are we just hiring in our own image?
More than just permission and courage, the training has put a value in people seeing something from a different perspective. We hope to encourage a culture that is not about ‘courage’, but about open and honest communication – an ability to express thoughts, even when contrary to the popular view.Holding ourselves to account, letting people question things and offer a different perspective is not seen as troublemaking, but adding a new dimension. Having this come from line management, as well as HR, is very powerful.
3. Language
The training has mainstreamed the language of unconscious bias, for example recently two executives were involved in a recruiting campaign and were transparently asking themselves if they had engaged in any homophily when assessing the candidate. So the biggest change for me is establishing this as part of our language, and seeing it infiltrate our culture. It has given many of our initiatives a new lease of life and I expect this shift will lead to quantum changes. Without language, many policies don’t get airplay.