Tag Archives: inclusion

The Five Myths Of Workplace Underrepresentation, Busted!

Too scared to talk about workplace diversity and inclusion? Dominic Price will happily go first as he debunks the 5 most common myths about underrepresentation.

As a 6-foot-4-inch straight white guy in tech, it might seem unusual that I’m writing about diversity and inclusion. The reason is,more of us need to: write about it, talk about it, and, especially, do something about it.

Just looking at the nightly news in recent weeks, or a new report that underscores the gaps between how tech workers view diversity within their companies and the realities of the situation, it’s apparent how crucial it is to speak out on issues of equality. Speaking up can feel uncomfortable (and heck, by writing this I know I’m making myself a target for criticism), but it’s no longer an option for those of us in groups who hold the most power to stay silent.

My colleagues rightly point out that as a white guy, I’ve got quite a bit of privilege in my industry, and there’s lots of good use for it. So, here’s my boldest attempt yet to make my privilege work for everyone. Specifically, I want to clear up some major misconceptions I hear from others, and predominantly from people who look like me.

Our position of privilege means we are the most removed from the hardships others face and we need to proactively reject the myths we hear.

Myth #1: “Why should we give women and minorities a leg up? Isn’t that unfairly prioritising one group over another?”

Standard words from a fish that doesn’t know it’s in water. It’s much easier to blame others’ misfortunes on lack of intelligence or hard work than on a lack of equal opportunities. This is a protectionist strategy by the strong and wealthy to reduce the power and potential of the perceived weak. For all of the talk about being “data-driven,” many seem to believe that everyone has an equal chance to be in the workplace, despite loads of evidence to the contrary. While it would be nice to think we are all treated equally, simply being a minority can mean being treated differently by others and having fewer social and economic opportunities.

Our position of privilege means we are the most removed from the hardships others in our industry face and need to proactively reject the myths we hear.

Advocating for increased diversity in our industry doesn’t mean people from marginalised groups want an unfair advantage or hand-outs. They just want the same opportunities that others have had.

Myth #2: “You have to be a minority to be involved in diversity & inclusion (D&I).”

A wonderful way to pass the buck. The prevalence of underrepresented minorities talking about a lack of opportunities is because they feel the pain every day and are intrinsically more motivated to make it right. Just because we’re not personally guilty of creating the unequal playing field does not mean we’re not personally responsible for helping to fixing it. When your child spills milk, do you say “not my mess”? Our predecessors helped tilt the playing field, and now it’s our turn to level it out. The sooner we realise we contributed to this problem, (even if only passively through lack of action) the quicker we move from rhetoric to making a difference.

Just because we’re not personally guilty of creating the unequal playing field does not mean we’re not personally responsible for helping to fixing it.

There are plenty of ways to get involved: From merely drawing attention to biased behaviours you see, to getting involved in your company’s existing diversity efforts, or starting your own.

Myth #3: “We just don’t have a diverse applicant pool.”

Ah, yes. A favourite of many, especially in Silicon Valley where recruiting is particularly tough — for example by 2020, there will be nearly 1.5 million unfilled computer science roles. But have you asked yourself why you don’t have a diverse pool? Are you hiring your grads from the same tiny set of schools with very homogeneous student populations? Have you searched for underrepresented candidates, or created programs to bring more into the fold? What have you changed to attract and support them? While the talent pipeline is a common excuse, in truth discrimination,  implicit and explicit, constantly blocks underrepresented minorities from entering or advancing in the field; two-thirds of predominantly white and Asian women in STEM report having to constantly prove themselves in the workplace, with black women facing even more extreme biases and challenges.

It’s also worth examining your recruiting tactics to see if you’re doing anything that could be discouraging underrepresented candidates. From gendered language in job descriptions to playing up the office pool table versus paid parental leave on your careers page, you can inadvertently send the wrong message without realising it.

Myth #4: “This is political correctness gone mad.”

Political correctness is a real thing, but it’s also irrelevant to what we’re discussing here. Can efforts to promote diversity be merely political correctness when there’s a mountain of evidence pointing to it being a real problem? Many studies also show diversity has huge benefits when it comes to business and team performance, so it’s something we should all care about.

It’s true that diversity conversations can be very nuanced, which creates fear about saying the wrong thing. But there is a pretty simple fix, which is to ask questions. Listen to and believe the stories from people from backgrounds different from yours. Educate yourself. In the same way you’d tackle a new project or product feature, gather as much information as possible so you can make better, more informed decisions. This isn’t about stifling your voice, but creating room for everyone to express themselves in a way that helps us all do our best work.

Myth #5. “I don’t see gender or race” or “I treat everyone the same.”

This is straight up empirically false. Your brain sees gender, it sees race and it sees just about every other visible category imaginable, whether you consciously pay attention to it or not. Let me say it again: It is neuroscientifically impossible for you to not see attributes like race and gender, and to keep them from affecting your decision-making. I used to think treating everyone the same was what I should strive for, but it turns out that doing so actually results in discrimination and unequal opportunity. Treating everyone the same, even when they’ve faced vastly different challenges, only serves to keep them on a tilted playing field.

Embracing and supporting diversity is something we’re all responsible for and something that, by definition, we are all a part of (a single person can’t be diverse, so diversity includes white guys like me). To move forward, we need to take the crazy myths we’ve told ourselves that attempt to justify the status quo and throw them out the door. Guys like me have benefited from this mess of inequality more than any other group, so it’s our job to actively share opportunities. We’ll all win, as a team.

With what’s happening in the world, it’s important to keep an open heart and an open mind. The choice is yours. You can either become an active part of the solution or a stoic part of the issue in need of solving. Which one sounds more exciting?

Dominic West is Head of R&D and Work Futurist at Atlassin. This article was originally published on Collective Hub

Procurement Rising Stars: What Got You Here Won’t Get You There

Karen Morley realised very early on in her career that her workplace experience would be somewhat different from her male counterparts. Drawing on her wealth of knowledge she offers three key pieces of advice to procurement rising stars. 

Join our Women in Procurement group, Bravo,  here.

Quite early in my career, it became clear that my overarching purpose was to help leaders realise their full potential (although I may not have articulated it quite as clearly as this at the time!). I have a huge and on-going curiosity about people and their motivations. I became a psychologist to explore that further, and my studies and professional identification fed my purpose.

Levelling The Playing Field

As a young woman starting out my professional life, and with an ambition to succeed and achieve well, I was a keen observer of who in my organisation was given the best opportunities and who was promoted, and it didn’t take long for me to conclude that there wasn’t a level playing field for equally talented men and women. This was a big surprise to me and it was disappointing to know that equality efforts still had a long way to go.

And so my purpose has developed over time to include my passion for ensuring women are provided equal opportunity to grow and succeed, and for working with organisations to promote strategies that increase gender balance, and diversity and inclusion in general. To any procurement rising stars,  I offer three key pieces of advice:

  1. Rising Stars: What got you here won’t get you there

This phrase, which comes from Marshall Goldsmith, is a very powerful one. Continuing to do more of what you’re good at is seductive, but limiting, at least if you want to keep rising. And not all organisations are good at making this clear to their newer leaders.

While we know that new roles and increased seniority require new skills and perspectives, I also speak with the leaders I coach about what they need to give up. You need to give up a lot of what you have been recognised for and been good at, once you’re managing a team.

  1. Create strong foundations that will serve your entire career

Notwithstanding that you need take on and give up certain skills and perspectives as your career grows, there are a couple of related foundation skills for leaders that help regardless of the size and shape of your job. I think these are some of the toughest things to manage, but worth it in terms of the payback:

  • Manage your attention – disciplined attention is the currency of leadership. To be successful you need to pay attention to the things that matter most, and sustain your attention on those things in the midst of many distractions.

At increasingly senior levels this intensifies and focusing strategically and productively becomes ever more challenging. How to zone out the minutiae of everyday demands and keep attention on the big picture? You’ve got to be a bit ruthless with your attention and give up any need you might have to be all things to all people, or to be the one who has the right answers. Instead, prioritise what matters most and excel at it.

  • Manage your perspective – being able to manage your attention helps you to manage your perspective taking. And managing your perspective taking helps with important things like enabling others to do their work, and managing complexity.

The only effective way of dealing with complexity is being able to take different perspectives. Instead of managing for certainty, we need to lead for possibility. That can be challenging, and anxiety-provoking, in organisations where the drive is towards certainty. Seeking out the perspectives of people who are different from us, irritate us, or who stretch us beyond our comfort zones, can unlock enormous creativity and power. What questions do/would they ask? Build them into your repertoire to develop greater flexibility in your thinking.

  1. Know your story, and tell it well

How do you want the world to know you, and to understand the leader you are becoming? Spending time crafting your storylines is of critical importance firstly in gaining your own clarity: what’s your leadership purpose, your values and motivations to lead? How readily and clearly can you articulate these?

When you’re growing and developing, your stories may become a little confused, and some of them are changing. You may need to discard some, and find new ones. Working out how to articulate them clearly can help you gain clarity on what they are. Win:win!

I find that women in particular may be reluctant to tell their stories; I often hear ‘I don’t think I have anything interesting to say’. But everyone does. And a story should only take 60 to 90 seconds to tell.

No-one else will be clear about what you stand for if you’re not. Your stories serve to prime you for success. As you tell your stories people come to better connect with you, understand the authentic you, and appreciate your intentions. Help them to see you as the leader you want to be known as.

My Top Tips On Reducing Gender Disparity 

To be successful in shifting the representation of women in senior roles and start to nurture those rising stars, it’s important to nail these four things:,

  • Sincerely champion the value of women in senior leadership, and publicly commit to change; Giam Swiegers, Global CEO of Aurecon, is a wonderful example of this
  • Develop an inclusive culture and supporting practices, including promoting inclusion as an organisational ideal, promoting inclusive practices such as flexible working for everyone, and changing hiring and promotional practices to make them merit-based
  • Collect the right data, make it transparent and hold managers to account; Marc Benioff, CEO of Salesforce and Lara Poloni, CEO AECOM A&NZ are outstanding examples of organisations that transparently reviewed pay data, found gender-based differences, and adjusted the salaries of affected women
  • As a leader, recognise the impact and pervasiveness of unconscious bias, seek to understand it, and improve decision making practices to reduce its impact

Procurious has launched Bravo!, a group that seeks to celebrate and promote women working within procurement. Get involved here.