We are not as in­clus­ive as we think we are.. but we can be

Once a month, researchers from CBS write a column in Børsen, where they give readers a current and research-based perspective on the challenges leaders face.

This time, Professor of Diversity and Leadership Sara Louise Muhr and teaching Associate Professor Poornima Luthra write about the 5 skills to block bias and improve inclusion at work.

Our workplaces favour some and not others, and at the heart of the problem is bias. Bias is a necessary cognitive mechanism that helps us organise the many bits of information our brains are constantly receiving, allowing us to make efficient decisions. However, because the 'help' we get from bias favours some people over others, bias is one of the main obstacles organisations face when trying to become more diverse and inclusive. Therefore, knowing how to prevent bias from influencing words, behaviour, and decisions is crucial to creating inclusive workplaces that bring all talents to the table.

In our new book, "Leading Through Bias: 5 Essential Skills to Block Bias and Improve Inclusion at Work", we explore the knowledge and present practical tools for leaders who want to block bias. We argue that inclusive leadership consists of five skills that are essential for creating inclusive workplaces: to lead through bias involves leading with conviction, clarity, accountability, allyship, and strength.

Leading with conviction

Leading with conviction is about having a deep conviction of the purpose of your organisation's diversity and inclusion efforts. These efforts can have very different purposes depending on the type of organisation, sector, market, etc. but they are often aimed at one – or a combination – of the following four: to attract a broader range of talent, to increase the quality of decision-making, to increase wellbeing and/or to better reflect a customer group.

Leading with clarity

Leading with clarity is rooted in a deep understanding of bias, and the ability to recognize and reflect on your own biases. Biases can be divided into two broad categories: identity-based and situation-based bias. Identity-based biases are the biases that affect the way we assess people's competencies. We all tend to assess people differently based on for example their gender, ethnicity, appearance, age, and personality. Situation-based biases are biases related to specific situations and how we process information in those situations. For example, we are influenced by whether people are similar to ourselves, whether we already like them, whether we have just spent time with them, or whether we already know them.

Leading with accountability

Leading with accountability means recognising that it is not enough to be aware of bias. Because bias is a necessary cognitive shortcut to quick decisions, we can't get rid of it. We would never make it through a busy day if we had to analyse every single decision. Therefore, we need to actively block the influence of bias, especially where it negatively impacts our decisions, and it is actually not as hard as it sounds. Start by blocking bias in one of your organisation’s most important processes, the employee life cycle. Here you can experiment with things like anonymised recruitment, problem-based interviews, seeking talent outside of the usual circles, rewarding managers based on how diverse their teams are and how inclusive their behaviour is, or writing inclusive leadership as a required skill into the job description for all managers.

Leading with allyship

Leading with allyship means recognising that biases are not only present in systems, structures, processes, and policies. They also show up in our daily interactions with other people. Leading with allyship means being an active ally to those who experience discrimination and exclusion in everyday life. Make sure all voices are heard in meetings and not just the ones who usually speak up; practice listening to your employees before voicing your own opinion; use gender-neutral language, for example, say chair of the board instead of chairman of the board; provide vegetarian/vegan dishes and delicious non-alcoholic alternatives at the company party; get a reverse mentor to help you see things outside your own experience; point out bias and discriminatory behaviour in your team in a respectful way; and prepare yourself for how you will react when a colleague or employee points out bias in your behaviour. It happens to all of us and usually when we least expect it!

Leading with strength

Working with bias and discrimination is not easy. There are a lot of emotions at play and it is often difficult to manage them. But it is necessary. The inclusive leader is someone who has developed a deep inner strength that allows them to be comfortable with the discomfort. Being honest about your own insecurities and vulnerabilities is crucial to nurturing psychological safety. Psychological safety – that is, the ability to express your ideas without fear of humiliation or punishment – is crucial for inclusion and thus for diversity to become a resource. To embrace diversity and foster an inclusive culture, we must all have the courage to admit when it is difficult and when we fail.

The road to diversity and inclusion

When we acknowledge that we are not as inclusive as we would like to be, the road to more inclusive and diverse organisations can suddenly seem long and winding. We go from thinking that we are already there to not seeing how we will ever get there. By breaking the process down into the five leadership skills, what seemed daunting can become more manageable. Diversity and inclusion will not happen by itself. As with any other strategic change initiative, it requires us to have a plan to get there – and the plan starts with you – with your conviction, your clarity, your accountability, your allyship and, most importantly, your strength to embark on the necessary and demanding changes.