Title (Arial bold 30 point)

Title (Arial bold 30 point)

Exploring Unconscious Bias Agenda Why are we hosting unconscious bias training? What are the key concepts for inclusive leaders? How does inclusion help me? How does inclusion drive business results? Tips and guidelines for inclusive leaders Page 2 Exploring Unconscious Bias Why are we exploring unconscious bias? Page 3 Culture change

High performing team Talent excellence and retention Strategic Mindset Exploring Unconscious Bias What are the objectives of this training? Developing people into more impactful leaders that have the keen ability to practice inclusive thinking and behavior. Shaping people to create new habits and new ways of thinking; which can only be achieved if we equip leaders with the skills to help drive new behaviors. Recognizing the role you have and becoming more selfaware about the changes required to create new behavior. Page 4

Exploring Unconscious Bias Unconscious bias What is unconscious bias? Your background, personal experiences, societal stereotypes and cultural context can have an impact on your decisions and actions without you realizing. Implicit or unconscious bias happens when our brains make incredibly quick judgments and assessments of people and situations without us realizing. Implicit Association Test: https://implicit.harvard.edu/implicit/ Page 5 Exploring Unconscious Bias Bias: deep dive Confirmation bias looking for things that confirm your beliefs and ignoring things that go against your beliefs Halo effect having positive thoughts immediately and even when things go wrong

Horns effect having negative thoughts immediately and even when things go well Similarity bias Preferring a style or profile similar to your own Page 6 Exploring Unconscious Bias Potential forms of unconscious bias Human tendency to be drawn to people like yourself Not only those who are the same gender, race, sexual orientation or age as you but also those who have the same work style, grew up in the same state, went through similar schooling, came into the firm at the same stage as you, etc. Informal comments or jokes made in passing Impressions rather than observable actions

Highly positive or negative single statements Page 7 Exploring Unconscious Bias Unconscious biases All of us have them. Self-awareness is the key to shifting unintentional bias. They can be positive. They can be negative. It is important to be aware of your biases in order to keep them in check when teaming with internal or external people. It is often our informal interactions that reveal where our unconscious bias resides. Small changes in behavior and shifting how we make small decisions can make a big difference in moving us away from bias. Page 8

Exploring Unconscious Bias Frames of reference Our individual system of meaning: How we perceive, evaluate and relate in a social context Biases and preferences we apply in our interactions based on visible and invisible cues Culture shapes our frames of reference Page 9 Exploring Unconscious Bias Example: The Ladder of Inference Frame of reference in action Take actions Jane cannot lead a team. Jane may not feel comfortable in a Big 4 environment Adopt beliefs Draw conclusions Make assumptions Jane

is the senior Jane is a juniorand and should speak up to should speak up to support the team. contribute Jane has poor leadership skills. Jane would not be a strong candidate for Big 4 internship Jane knows the issues and is not assertive to yet is Jane knowsenough the content speak up duringenough meetings. not assertive to speak up during class

Add meanings Select data Frame of reference Jane speaks once during the client meeting. Observable data Ladder of Inference, Source: The Fifth Discipline Fieldbook by Peter Senge Page 10 Exploring Unconscious Bias Jane speaks once during classroom seminar Example: Shift the frame of reference Take actions Jane is one of our best seniors. Adopt beliefs Jane is an important member of our team. Draw conclusions

Make assumptions Jane made a very insightful comment on the issue. Jane has a good understanding of the issues and knows how to listen to the client. Add meanings Select data Frame of reference Jane speaks once during the client meeting. Observable data Ladder of Inference, Source: The Fifth Discipline Fieldbook by Peter Senge Page 11 Exploring Unconscious Bias Insider-outsider dynamics Outsiders Insiders

Have the formal and/or informal power Set expectations and reinforce and reward Have the most to gain from the maintenance standards Have little or no power Expected to adhere to the dominant standards Are put at a disadvantage Assumed insiders can feel like outsiders Depending on the situation and circumstances, each of us can be either an insider or an outsider. Have you ever experience being in or out of a clique? Page 12 Exploring Unconscious Bias Table exercise: Insider-outsider dynamics Think about your current or a recent engagement:

Identify insider-outsider dynamics that were at play. How could you work to improve insider-outsider dynamics in this scenario? What is the one thing that you can do to make an individual feel less like an outsider? What can an outsider do to feel more included? Page 13 Exploring Unconscious Bias The diversity and inclusiveness culture change continuum Diversity All differences matter. Thinking style Leadership style

Gender Diverse abilities/ disabilities Country of origin Service line Location Ethnicity Education and work experience

Religious background Sexual orientation Generation Socioeconomic background Other differences Inclusiveness Leveraging differences to achieve better business results; creating an environment where all people feel, and are, valued Framework adapted for EY from The Guide for Inclusive Leaders, by Joerg Schmitz and Nancy Curl. (Princeton Training Press, 2006) Page 14 Exploring Unconscious Bias Practical tips for inclusive leadership 1. 2. 3.

4. 5. 6. 7. 8. Ask questions: Show genuine interest and curiosity. When planning for a client meeting or discussing a change in direction for the engagement, include junior colleagues with diverse backgrounds and different generational perspectives. Spend time together: Extend invitations beyond your inner circle. Let your expectations be known up front. Share your experiences: Be open about your challenges and strategies for navigating your career with a diverse group. Involve junior team members: Help bridge generation gaps. Be available and communicate you are available. Team + 1 What else can we add? Page 15 Exploring Unconscious Bias Inclusion tips 1. Communicate broadly to your team in an inclusive manner. 2.

Watch for habits that reflect favoritism. 1. 2. Go-to relationships How might they disadvantage others? 3. Dont be afraid to show a genuine interest in the perspectives and backgrounds of individuals on your team. 4. Try to ask for different ways of approaching a problem when there is time. Page 16 Exploring Unconscious Bias Be curious with good intentions People can tell if you have good intentions. Dont stress about each word you say. With a goal to open up a more personal dialogue, ask

When did you decide what your career goals were? Why? Were there people who inspired you to make this choice? Did you have mentors or influences? Who were they? Where did you grow up? What are some values from your family, school or other work experiences that you bring to work? What else might you ask? Page 17 Exploring Unconscious Bias Ways to counteract bias Pause and reflect Know the drivers of your actions and behaviors Look for objectivity and be mindful of stereotyping, from both you and others Page 18

Exploring Unconscious Bias What does good leadership look like? Creates a welcoming environment Values differences Is aware of unconscious bias and takes active steps to manage it Takes timely and appropriate actions if people feel excluded Takes the time to understand team members personally: home life, hobbies, values, etc. Recognizes everyones differences and accepts, respects and celebrates them

Considers the opinions/experiences of all ranks and embraces views different from their own Page 19 Provides a platform for sharing and collaboration Fosters an environment where everyone feels empowered to contribute Assesses where we are on the inclusion journey and consider ways to improve EYs culture Provides and encourages timely feedback Try to maintain diversity at all ranks

Exploring Unconscious Bias Fosters opportunities for all team members Provides experiences for all talent to grow through stretch opportunities with a supportive team at the same frequency Encourages sponsors to build relationships with diverse talent Creates depth of experiences across the team and does not rely on only a select few Challenges assessment of performance due to differences in style

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