Leadership Cultures Catherine Ashcraft PhD NCWIT Senior Research Scientist Overview Why is Diversity Important Why is an Inclusive Culture Important What Gets in the Way of Recruiting amp Advancing Women amp Other Underrepresented Groups ID: 574987
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Slide1
Creating Inclusive
Leadership
Cultures
Catherine Ashcraft, Ph.D., NCWIT, Senior Research
ScientistSlide2
OverviewWhy is Diversity Important? Why is an Inclusive Culture Important?
What Gets in the Way of
Recruiting & Advancing Women & Other Underrepresented Groups?
What Can We Do About All This? How Can We Build Partnerships and Create Inclusive Cultures?Slide3
Why
Diversity MattersSlide4
Scott Page, The difference: How the power of diversity creates better groups, firms, schools, and societies, Princeton University Press, 2009.
Groups with
greater diversity
solve complex problems
better and faster
than homogenous groups.
Diversity Enhances Team Innovation
& ProductivitySlide5
A group’s collective intelligence is not predicted by the IQs of its individual members. But if a group includes more women, its collective intelligence rises.
“Evidence for a Collective Intelligence Factor in the Performance of Human Groups,” Science October 2010, Woolley, Chabris, Pentland, Hashmi and Malone.
Women Improve InnovationSlide6
Analysis of more than 20,000 venture-backed companies showed that
successful
startups
have
twice as many women
in senior positions
as unsuccessful companies.
Dow Jones VentureSource, 2011.
Women Correlate with SuccessSlide7
Business Case: Research Summary
www.ncwit.org/businesscase
Cindy Padnos, Illuminate Ventures: "High Performance Entrepreneurs: Women in High-Tech," 2010.
Find out MoreSlide8
The Numbers Don’t Add UpSlide9
We’re Losing The Diversity Already There:
An Unnecessary Corporate Brain Drain
Sources: Capturing Turnover Costs, Joins, 2000; TalentKeepers, 2010; Athena Factor, 2008
74% love work
56% leave
75% stay in workforceSlide10
What Gets in the Way of Recruiting &
Advancing Underrepresented Groups?
What the Research SaysSlide11
Intersectionality: Examining the Impact of Multiple Biases
Perspectives & experiences shaped by multiple, shifting, identity categories
Gender
Race
Class
Ability
SexualitySlide12
Let’s Cut to the Chase
Minority Groups Aren’t Broken
Majority Groups Aren’t The Enemy
Culprit = Societal Biases We All Share
We Can Take Action TogetherSlide13
Society is Biased About Gender and TechnologySlide14
Society is Biased About Gender and TechnologySlide15
Society is Biased About Gender and TechnologySlide16
We all have shortcuts, “schemas” that help us make sense of the world. But our shortcuts sometimes make us misinterpret or miss things. That’s
unconscious bias
.
What Causes Societal Bias?Slide17
What do you see?Slide18
Notice anything odd about this lung scan?
Photo: www.npr.orgSlide19
Howard vs. HeidiSlide20
Howard vs. HeidiSlide21
Howard vs. HeidiSlide22
Society
Organizational Culture
Subtle Dynamics
Institutional
Barriers
Schemas/
Unconscious
Biases
Employees
We All Bring Unconscious Bias to WorkSlide23
Subtle Dynamics Example: Stereotype Threat
Fear that our performance will confirm negative stereotypes
Raises anxiety, reduces confidence and risk-taking, lowers performanceSlide24
Not speak up in meetings
Be reluctant to take leadership positions
Be overly harsh about their own work
Discount their performance
How Stereotype Threat Shows Up in Technical EnvironmentsSlide25
Microinequities:Examining the Impact of Multiple Biases
Gender
Race
Class
Ability
Sexuality
“Oops, I forgot to cc her/him on the email about the
architecture review.”
“Do you think if I invest, people will think that I’m gay?”
“You just need to be more ‘
professional.
’”
“Dude, let’s talk about it over a beer!”
“Husbands, wives & partners”Slide26
Hiring
Selecting people “like me”
Task Assignment
Women find themselves in “low status” jobs
Performance Appraisal
Men appraised for effort, skill; women for collaboration, luck
Promotion
Criteria modeled implicitly on existing senior male leaders
Institutional BarriersSlide27
Small Changes Can Make A Big Difference“Blind” orchestra auditions, with musicians behind a curtain, increased the number of female musicians hired by 25% to 46%.
Goldin & Rouse (2000)
The American Economic Review, 90
(4), 715-741.Slide28Slide29
Don’t depend on underrepresented employees to advance diversity goalsSlide30
Be
a Male
Advocate;
Inspire More Male AdvocatesSlide31
Industry Change Model
www.ncwit.org/datacollectionguideSlide32
Addressing Subtle Biases:
5 Things Everyone Can Do Starting Today
Start
Small, Start Now!Slide33
#1 Ensure Productive Team Meetings
Solicit opinions of quieter employees – now OR later
Intervene when someone is interrupted or not getting credit
Find an ally who can support and help notice these thingsSlide34
#2 Listen For “Personality Penalties”
“Pushy, bossy, aggressive”
”Has a challenging personality”
“Sometimes you could tone it down a little”
“Not a risk-taker; not very confident; not leadership material”
Doubt Raisers: “Need to see more evidence? Slide35
Mentors
Advise
Sponsors Act
#3 Be a Sponsor;
Find
a SponsorSlide36
“When it finally started to hit me about gender diversity…We were in a big meeting and…she made a comment about how difficult it was for her to be a leader in the organization as a woman. And so, here is someone who I literally was putting on a pedestal saying this…
And I…was like,
“
Wow!” So I asked her after the meeting… “Hey I want to go to lunch with you, I want to understand this!”
#4 Share Your Experiences:
Enlist More AlliesSlide37
Every person that becomes an advocate had to go through that door where they take the first risk and realize, ‘
Oh, that wasn
’
t so bad.’
So I would talk about the risk-taking that you take the first or second time and how, all of a sudden, it is no longer risk-taking.
”
#4 Share Your Experiences:
Enlist More AlliesSlide38
#5 Provide Legitimate EncouragementSlide39
Practice: TWO Sets of Strategies For Today
Strategy #1 Inclusive Job
Ads
Strategy #2 Productive Team Environments Slide40
“Startups and Job Advertisements,” Aaron Kay, PhD:
http://ww2.ncwit.org/pdf/A.Kay_JobPostings_EAmtg12.pdf
;
http://vimeo.com/46501265
AGGRESSIVE; HARD-DRIVING; ROCK STAR; WORLD-CLASS CODER; DOMINANT
Strategy #1
Inclusive Job AdsSlide41
“Startups and Job Advertisements,” Aaron Kay, PhD:
http://ww2.ncwit.org/pdf/A.Kay_JobPostings_EAmtg12.pdf
;
http://vimeo.com/46501265
Avoid Superlatives & Extreme Modifiers
Avoid Gender-Specific Pronouns
Be Sure Graphics and Pictures Represent Diverse Range of People
Make Sure ALL Qualifications Are TRULY Required
Include an Engaging Intro NCWIT Job Ad Toolkit TipsSlide42
Activity & Discussion Strategy #1 Inclusive Job Ads
Step 1: Using the Job Ad Tip Sheet,
Identify
Problems with AdStep 2: Suggest ImprovementsStep 3: Debrief with Whole Group
Slide43
Sample Job Ad: Do you have the technical chops to develop code alongside the very best? We are looking for engineers with world class technical skills around a variety of technologies, starting with [insert Example A] all the way to [insesrt Example Z]. The ideal candidate should be someone who is always tinkering with new products and processes. If you think you have unparalelled coding skills, are a highly motivated and innovative developer then this is the team for you.
This position requires the following skills:
The ability to position end to end solutions and articulate complex technical vision to mid-level and senior customer executives
Must be an aggressive self-starter who can articulate ___________’s product and business strategies,
Must be seasoned in defending an installed base against strong competition and unseating incumbents within the account
Demonstrate the necessary skills to negotiate issues with peers, partners and customers using a Win/Win philosophy
5 years of experience developing Java/J2EE applications.
4 years of experience with structured analysis and design.
Slide44
“Startups and Job Advertisements,” Aaron Kay, PhD:
http://ww2.ncwit.org/pdf/A.Kay_JobPostings_EAmtg12.pdf
;
http://vimeo.com/46501265
Go Outside Your Usual Networks
Diverse Recruiting Teams
NCWIT Aspirations Pipeline
Return to Work and Alternative Pathways
Creative Partnerships: Go Where The Women AreActive Recruitment StrategiesSlide45
“Startups and Job Advertisements,” Aaron Kay, PhD:
http://ww2.ncwit.org/pdf/A.Kay_JobPostings_EAmtg12.pdf
;
http://vimeo.com/46501265
Examine Interview Questions
Make sure that they REALLY get at what’s required
Avoid hostile, “defend your code” questions
Have follow-up prompts to “draw out” quieter candidatesSlide46
Include Diverse Representation in the InterviewSlide47
(Cheryan, S., Plaut, V., Davies, P., & Steele, C. (2009). Ambient belonging: How stereotypical cues impact gender participation in computer science. Journal of Personality and Social Psychology, 97(6), 1045-1060;
http://www.ncwit.org/physicalspaceuw
Photo: www.psfk.com
Audit Your Physical Space for
Implicit BiasesSlide48
Before We Go On …..Other Strategies for Increasing the Pool What have you tried?
Successes and Challenges? Slide49
Assure inclusive team meetings and social events.
Strategy
#2 Productive
Team EnvironmentsSlide50
Activity & Discussion Strategy #3 Productive Team Environments
Step 1: Read through
scenario
Step 2: Discuss as group and offer solutions/alternate endings
Step 3: Share one or two recommendations with whole groupSlide51
The team is meeting to discuss their latest project. One team member talks often, usually loudly and sometimes a bit combative, knocking
down other team members’ ideas – sometimes
joking,
sometimes in a more obnoxious fashion. Another team member participates similarly but doesn’t dominate as much. Both of these team members also talk quite a bit about their accomplishments or ideas. Two other team members are quieter, with one being particularly quiet. The quietest team member is frequently interrupted and seems to barely
get
a word in edgewise. At one point this team member manages to make a good suggestion that goes unacknowledged because the first team member interrupts to talk about something else. Later another team member makes a very similar suggestion and the team all agrees it’s an excellent point. The quieter team member seems subtly annoyed.Slide52
In Summary……Slide53
Make diversity part of the corporate DNA/brand right from the start
Expand sources of future talent
Remove bias from business processes
Foster inclusive team meetings and culture; hold staff accountable
Provide legitimate recognition, credit, encouragement
Concrete Steps to Take TodaySlide54
Supervisory Program-in-a-Box SeriesTop 5 Reasons You Should Workat a Startup
Top Ten Ways to Be a Male Advocate for Technical Women
Top 10 Ways Managers Can Increase the Visibility of Technical Women
NCWIT Has
Free,
Research-based Tools Slide55
Thank You
!
Catherine Ashcraft, Ph.D., NCWIT Senior Research Scientist
catherine.ashcraft@ncwit.org