The business case for gender diversity in leadership is compelling. I’ve updated it to include (more) recent studies linking diversity and financial performance.
A study two years ago suggested that having women on a team stimulates better results. A more recent study says, “Not so fast.” It suggests a deeper factor — the balance of yin (feminine) and yang (masculine) strengths.
Unconscious gender bias is the root cause of business’ slow progress in capturing the business benefits of gender diversity. Having unconscious bias is simply human as Shankar Vedantam shows in his book “The Hidden Brain.” It is hard to change ways we aren’t even aware we have been wired, taught or acculturated to think. Our approach starts with helping people understand and appreciate both masculine and feminine strengths – in men and women.
A colleague suggested that we might attract more people, particularly men, to our cause if we emphasize, not gender diversity, but the business benefits of gender inclusion. Another author and facilitator reminded me that we get better results by focusing on what we want rather than on the “problem” we are trying to solve. Help me apply these two insights. If we invite people to a workshop about organizational culture and results, do we indicate up front, or once they are in the room, that the drivers we focus on are inclusive leadership and gender diversity? I want to focus on the desired outcome (businesses that thrive because of gender diversity) and not the “problem” (unconscious gender bias). How do we effectively address unconscious bias?