Unconscious Bias and Creating Psychological Safety at work

How most of us view positions of ‘Power’

Creating a Workplace Where Everybody is Seen and Heard. 

The need for diversity and inclusion is a growing priority for leaders. We live in an era where we ask more questions than ever before. The #MeToo and #BLM movements are just two examples of voices rallying, demanding to be heard and fighting for fairness. As our world evolves into one where everybody can be seen, heard, and valued for who they are, what does this mean for organisations?

There’s a lot of confusion, fear, and emotion around us, and leaders need to consider their role in creating safer environments conducive to facilitating more open dialogue. Psychological safety is nothing new, and as a leadership trainer, I continue to advocate for its role across our training and programmes. It’s a relationship-based concept that is at the heart of improving the way we listen, and how people feel genuinely heard. As leaders, we need to promote better teaming, where everybody can bring their full selves to work and feel safe to speak up. 

I recently spoke with John Higgins for a podcast on this topic. John is a researcher and co-author of the book ‘Speaking Up’, and generously shared his knowledge, insights, as well as some practical ways leaders, can address unconscious bias in the workplace:

What do today’s leaders gain by addressing unconscious bias in the workplace? 

At a superficial level, you could say it’s about ‘niceness’ and making sure that everybody feels included, are more aware and polite to each other. However, it’s more than that. At an individual level, it’s about becoming more curious and asking yourself questions to understand better why you see the world the way you do. Then, we’re able to turn that into a real discussion and talk about some of the attitudes that stop us from really wanting to hear from each other in a meaningful way. 

It takes courage to speak up; what do you think needs to happen for more ‘speaking up’ to occur in the workplace?  

Being courageous often means that the less powerful, marginalised, and most excluded assume the responsibility and the weight of speaking up. As leaders, we have the responsibility to be the voice and the ones who initiate the tough conversations, while being careful to not fall into the ‘white saviour’ style of stereotype.

If you really want to tap into opening up more of people’s flowering potential, you must be paying attention to your recruiting policies and practices. How do you better engage with those groups who have already had the bottom of the ladder kicked away? The real change can happen at base level recruitment when organisations are willings to look for people’s intrinsic ability, rather than badges, or prestigious certificates.   

How do you see unconscious bias influencing psychological safety in the workplace?

Power is generative when it’s believable, credible and invites honesty in communication, instead of facilitating typical organisational theatre and roles. We must pay careful attention to the power dynamics of relationships at work to avoid falling into a pattern that already exists that amplifies the status quo. Ask yourself, is the power in your organisation used generatively or degeneratively? It’s a complex area that requires leaders to be real and spend time with team members to understand their motivations and behaviours truly. Leaders should be taking the time to understand each team member’s narrative of how they perceive and interpret authority, to adapt their approach accordingly.

What advice could support leaders during this climate of constant change?  

The first step is being humble and realising that you know much less than you do. Most senior leaders believe that juniors are telling it to them straight, when in fact, they are not. They are telling you what they think you want to hear. If you are serious about getting in touch with the front line, as leaders, you should approach them, rather than inviting them to chat in your space. Try to create a mutual setting that makes it safe for other people to speak openly and honestly.

And, clear your diary. You’ve got to be more available to people to know they can drop in for a conversation. Walk around the office, be seen and not just heard - get to know your people well. You have to learn to have little discussions before you can have the big ones. 

Advocate and bring awareness to diversity and inclusion.

 The words you use matter, words are like loaded revolvers - every word carries a charge. Choose words with attention to detail, by realising every one of those words will have the capacity to either invite people into your world or for you to understand theirs. Let’s raise awareness, question beliefs and be curious about our differences. 

 Listen to the full podcast here and contact us for more information on Ethical Quest programmes.