#BREAKTHEBIAS
It’s International Women’s Day 2022.
For today - I thought I’d compile some articles related to what I’ve been thinking about with my clients over the last few months:
Stop Telling Women they have Imposter Syndrome
“Imposter syndrome,” or doubting your abilities and feeling like a fraud at work, is a diagnosis often given to women. But the fact that it’s considered a diagnosis at all is problematic. The concept, whose development in the ‘70s excluded the effects of systemic racism, classism, xenophobia, and other biases, took a fairly universal feeling of discomfort, second-guessing, and mild anxiety in the workplace and pathologized it, especially for women. The answer to overcoming imposter syndrome is not to fix individuals, but to create an environment that fosters a number of different leadership styles and where diversity of racial, ethnic, and gender identities is viewed as just as professional as the current model. (full article here)
Women & Work 2021
McKinsey & Company published this report in the fall of 2021.
Federal Recognition of Canadian Women of Impact
Women of Impact in Canada is an online gallery dedicated to women's achievements, featuring profiles of courageous women who have made an impact in politics, the arts and sciences, and countless other fields.
Doing the work
Take some time to read Biased: Uncovering the hidden Prejudice that shapes what we see, think and do. by Jennifer L. Eberhardt, Phd.
“Institutional values, norms, and practices both dictate and reflect the cultural forces that shape society. They can be a resonant force for the sort of social changes that help derail bias, but it won’t be simple, cheap, or without stumbles and scorn.”
Bias in the workplace
New research examines gender bias within four industries with more female than male workers — law, higher education, faith-based nonprofits, and health care. Having balanced or even greater numbers of women in an organization is not, by itself, changing women’s experiences of bias. Bias is built into the system and continues to operate even when more women than men are present. Leaders can use these findings to create gender-equitable practices and environments which reduce bias. First, replace competition with cooperation. Second, measure success by goals, not by time spent in the office or online. Third, implement equitable reward structures, and provide remote and flexible work with autonomy. Finally, increase transparency in decision making. (full article here)
